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Canada Goose and Francesca's Are Resale's Latest Believers
Retail Tech: Stord Raises $120 Million, Frankies Bikinis Picks Centric PLM, ESW Acquires Scalefast
By Glenn Taylor
Glenn Taylor
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The weekly Retail Tech Roundup compiles technology news across the supply chain, manufacturing, retail, e-commerce, logistics and fulfillment sectors.
Cloud-based supply chain technology Stord has raised $120 million in additional financing led by Franklin Templeton, bringing its total Series D funding to $210 million. Now valued at roughly $1.3 billion, Stord recently crossed $200 million in annualized revenue run-rate and has raised $325 million in total funding.
New investors Sozo Ventures, Strike Capital and 137 Ventures, along with existing investors Kleiner Perkins, Founders Fund, BOND, Susa Ventures, Dynamo Ventures, Lux Capital and Salesforce Ventures contributed to the Series D.
Stord's digital warehouse and distribution network helps brands bolster their logistics capabilities, leveling the playing field for mid-market and enterprise companies to offer customers speedy deliveries, better prices and great experiences.
The supply chain software gives brands a single, integrated platform that unifies freight, fulfillment, warehousing, packaging and parcel/last-mile delivery, while offering full visibility and insight across their supply chains. Stord says it is currently building additional orchestration and optimization capabilities into its software offering that brands can use to connect and manage their own supply chains. The company is now piloting an entirely new software product to improve operational efficiency across warehouse facilities, whether first-party, third-party or customer-owned.
Once Valued at $11B, Bolt Lays Off 10% of Staff in Third Job Cuts
The company plans to use funding to expand its capabilities in logistics and technology, while building out its team.
In the past six months alone, Stord has grown its headcount from 400 to over 700, and expects to close 2022 with more than 1,000 employees. There are now more than 1,000 facilities in its network, with the company bringing on new brands to its network including Thrasio, Native, Tula, Judy, Curie and One Fresh Pillow. Stord also has expanded partnerships with enterprise customers including Coca-Cola, BodyArmor, Dollar General and Niagara Bottling.
Stord also launched an integration with Salesforce to enable Commerce Cloud customers to easily integrate their sales channels, retail partners and logistics with its own cloud supply chain software platform. With the software platform, Stord says it has built deeper order and inventory visibility, system connectivity and business intelligence capabilities.
Amazon veterans Steve Swan and Shyam Sundar were named chief operating officer and vice president of engineering, respectively; former Bumble exec Sarah Feulner was named vice president of people; NCR alum Mark Satisky was appointed vice president of corporate development; and Shippo veteran Mario Paganini became vice president of marketing.
Stord acquired Fulfillment Works, a direct-to-consumer (DTC) fulfillment provider, in September. Fulfillment Works still operates as its own business with three warehouses in Reno, Nev., and North Haven and Shelton, Conn. The company offers electronic data interchange (EDI) order processing, logistics management services, warehouse management, inventory management and services such as customer service and call center outsourcing and customized packaging services.
Frankies Bikinis/Centric Software
Beachwear lifestyle brand Frankies Bikinis has implemented technology from Centric Software to gain visibility into product design and development, and better track individual SKUs.
Kalin Mowry, director of production and development at Frankies Bikinis, wanted to move the design and development from third-party contractors to in-house, building a case for both a PLM platform and an in-house team.
"Not only did we need a great design and development group, we needed a system to track and accelerate it," Mowry said. "The spreadsheets and basically all of the archaic ways of tracking weren't really suitable for how quickly we were growing. In 2020 our business increased by 70 percent—I would say about 300 SKUs. With that rapid increase, it was even more challenging to track the design and development that went into those new styles. That was when we raised the flag and said that we can't use spreadsheets for this anymore."
Implementing Centric involved two-to-three months of training and learning the system. From there, the Centric team uploaded all the SKUs housed in the brand's ERP system. Once those uploads were complete, Frankies Bikinis could drive into each style by adding colorways and the appropriate bill of materials (BOM).
Now, Frankies Bikinis has all its product data in a central, digital hub, while communication among team members is efficient. Every department is using Centric PLM to execute tasks from concept, design, development and SKU creation to CAD, costing and setting pricing for both retail and wholesale. The platform also facilitates tech pack creation.
"This is a tool that has saved us a lot of time because you can essentially upload a template, and it'll populate all of the pieces that go into a garment and then you're able to update from there," Mowry said. "Like if the construction is single needle or double needle, all of your points of measure…We have found that it's easier on our technical team to approve and reject a sample from there and then quickly download the PDF and send those comments, rather than batch-sending Microsoft Excel tech packs."
Mowry said she can pull a data-driven report based on SKU counts, coverages, colorways, product offerings within that colorway and category. Additionally, users can pull visuals of each CAD out to view a line of clothing that way.
The platform can also help track lead times and is designed to better prep employees hit their deadlines.
"There is a great feature in Centric, where it can ping team members and remind them of their upcoming due dates for the week, the month, what milestones they're looking to hit," Mowry said. "This feature has made me feel like less of a micromanager which has been amazing, and then just seeing the results when it comes to getting protos in, getting samples delivered on time and getting tech packs or production calendar approved."
Cross-border commerce
ESW/Scalefast
ESW, a global cross-border e-commerce company formerly known as EShopWorld, has agreed to acquire end-to-end e-commerce solution provider Scalefast for an undisclosed sum. Subject to customary approvals, the transaction is expected to close by the middle of the year.
The acquisition will further extend ESW's market strength across apparel, beauty, personal care and luxury brands to include entertainment, gaming and electronics. Scalefast's data analytics and speed to market will also facilitate turnkey localized stores, digital popup stores and targeted direct-to-consumer (DTC) brand campaigns, which are positioned to complement ESW's cross-border DTC solutions and end-to-end customer experience.
Scalefast founders, including CEO Nicolas Stehle, chief technology officer Frédéric Bocquet and chief marketing officer Olivier Schott, will join the ESW senior leadership team.
The complementary solutions across both technology platforms are expected to drive accelerated revenue growth and product innovation across the group's integrated client base. The combined company would have a workforce of more than 1,000 team members, and will serve customers in more than 200 markets.
As global e-commerce continues to accelerate, brands are seeking more specialized and localized services for differentiation and to remain competitive. Scalefast builds e-commerce stores using a feature-rich, in-house developed platform, retail infrastructure and applying proprietary data and behavioral analytics to deliver pre-built DTC e-commerce features and other capabilities that can help brands succeed.
ESW will provide Scalefast's clients with the platform's checkout, payment gateway and logistics offerings, which include hub or hubless options, omnichannel solutions such as ship-from-store and an ecosystem of global logistics partners that move hundreds of millions of packages each year on behalf of its clients.
Lightspeed Commerce Inc. has launched Lightspeed Retail, a new retail commerce platform that aims to unite advanced POS, payments and e-commerce capabilities all in one solution.
Leveraging headless commerce, various integrations and a completely reimagined interface, Lightspeed Retail helps business owners elevate their strategy while managing the complex challenges of the evolving retail landscape.
Lightspeed Retail is available on all platforms, including web, iOS and Android, meeting the needs of more customers with added flexibility for hardware configuration.
The new platform is now available in North America, Australia, New Zealand, Singapore, Hong Kong, the U.K. and South Africa, and is designed to meet consumers where they prefer to shop with integrated cross-channel selling and complex multi-store inventory management.
Lightspeed's newest platform is designed to transform any website, whether it is built in WordPress, Squarespace or Wix, and turn it into an e-commerce engine. The company says brick-and-mortar stores can move online in "just a few hours."
Additionally, retailers can sell and advertise products where customers spend most of their time, meaning directly on key social platforms like Facebook, Instagram, and TikTok where Lightspeed has core partnerships, as well as other marketplaces like Google, Amazon and eBay.
With the platform, retailers can customize their POS and back office via tools like product serialization, as well as external partner and supplier integrations. And features like integrated payments, inventory, and advanced reporting are geared to enable Lightspeed users to manage a retail business and back-office, including tracking inventory across online and physical stores.
Mashgin
Mashgin, an AI and computer vision-powered touchless self-checkout system, has raised $62.5 million in Series B funding at a $1.5 billion post-Series B valuation.
The funding was led by global venture capital firm, NEA, whose prior investments include Robinhood, Cloudflare, Patreon, Uniphore and others, and brings Mashgin's total funding to date to $74.7 million. Existing Mashgin investor, Matrix Partners, also participated.
Mashgin will use the new funding to grow its team, accelerate expansion and scale internationally.
The company says that its technology requires no need for barcodes or RFID tags: customers can place their items on Mashgin's tray, pay electronically and can be on their way in as little as 10 seconds.
Already profitable, Mashgin has completed more than 35 million transactions and $310 million in total transactions through the platform to date. The self-checkout system can identify items from virtually any angle and ring them up in a single transaction.
Data collected from the transactions shows an increase in transaction throughput by as much as 400 percent.
Mashgin kiosks are currently deployed in more than 800 locations, including convenience stores, sports stadiums, arenas and entertainment venues, airports, universities, corporate and hospital cafeterias. The company calculated that its technology has saved consumers over 33 years of time wasted in line.
The self-checkout system rings up multiple items in half a second and has an identification accuracy rate of 99.9 percent, the company says. Among the added benefits, the technology is built to allows checkout lines to move at high speed without interruption, reduce wait times and allow retailers to invest more in the overall customer experience. Mashgin kiosks can be installed in as little as an hour. They also integrate with loyalty systems, facilitate cash payments, and allow customers to pay for gas at convenience stores.
LiquidX/U.S. Bank
U.S. Bank has entered into a collaboration agreement with trade finance fintech firm LiquidX to help expedite and simplify supply chain transactions between suppliers and buyers.
This collaboration will pair the bank's balance sheet with LiquidX's platform technology to help address supply chain finance friction and cash flow challenges facing many companies.
Suppliers and buyers will be able to connect their supply chain systems directly to U.S. Bank and transact through LiquidX's platform. U.S. Bank financing solutions that are delivered through this collaboration will enable suppliers to be paid nearly immediately and help buyers receive extended payment terms.
The U.S. Bank and LiquidX collaboration enhances existing supply chain finance solutions currently available to U.S. Bank clients. The Receivables Purchase Program can allow sellers to convert credit sales to immediate cash flows and reduce days sales outstanding while extending payment terms for buyers. The Approved Payables Financing Program seeks to help buyers pay suppliers early, reduce payment-processing costs and give suppliers faster and more predictable access to cash.
As supply chain decisions become strategically critical for businesses, innovative supply chain finance solutions can provide opportunities to strengthen vendor and client relationships, reduce costs and diversify sources of working-capital funding. In addition, supply chain finance solutions can advance other important company priorities such as ESG initiatives, by providing financial incentives and greater access to working capital for diverse suppliers.
Berkshire Grey
Berkshire Grey, an AI-enabled robotic solutions that automate supply chain processes, has unveiled its next-generation mobile robotic platform, BG Flex, for general audiences.
The platform includes dynamically controlled fleets of Berkshire Grey's mobile robots that work together to induct, transport, sort, sequence and fulfill items, cases and containers of merchandise. The solution is now integrated with new high-density buffering capabilities and enhanced goods-to-person and goods-to-robot picking stations in a single, modular package.
With BG Flex, retailers can convert floors into a flexible any-to-any induct-to-discharge sortation system and implement complete fulfillment systems designed for different environments from back-of-store to stand alone micro-fulfillment centers to distribution center implementations.
Berkshire Grey's BG Flex mobile robotic platform can change fulfillment operations by reducing store truck unload and aisle replenishment times with granular presorting, enabling curbside pick-up and extended BOPIS product selection, facilitating delivery-route alignment for quick commerce and home delivery and maximizing transport utilization in delivery networks.
The platform can reduce re-shelving, while maximizing inventory pick station utilization for e-commerce, all while automatically integrating resale-ready returned goods with existing inventory. Additionally, users can store and consolidate partial orders together with filled orders for just-in-time transport loading. The solution integrates with Berkshires Grey's family of AI-enabled robotic picking solutions.
BG Flex also aims to reinvent warehouse automation by orchestrating a range of "hundreds to thousands" of mobile robots working in concert, Berkshire Grey said. The platform can help brands improve performance over time via AI and machine learning to interpret and adapt to the variability of each customer's operations and provide ongoing throughput optimization.
The technology can scale from moderate-to-large operations in a matter of days "with no down time," the company says, and also offers design flexibility, so that the solution can either be well-suited for deployment within existing (brownfield) operations or new (greenfield) operations. BG Flex includes simulation capabilities designed for planning operations virtually with real-time visualization to deliver rapid deployments and production performance out-of-the-box.
The next generation of Berkshire Grey's mobile robotic platform builds on the success of its first-generation systems which are in use at major retailers. Here, hundreds of mobile robots sort and sequence tens of thousands of items, cases, and reusable containers on a daily basis. Trucks are optimally loaded based on each customer's preferred strategy, which can result in shorter unload times and significant improvements in store operations for product put away.
The new features of the BG Flex platform, including high-density buffer and multiple picking options, extend the system's functionality to provide end-to-end fulfillment and sortation processing in an optimally sized footprint appropriate for operational environments.
Retail data
SoundCommerce
Retail data platform provider SoundCommerce has acquired key talent and leadership from now-shuttered data analytics business Outlier.ai. With the new team members, SoundCommerce is expanding its sales, marketing, customer success and solutions engineering teams.
SoundCommerce is an end-to-end retail data and intelligence platform that aims to connect marketing, operations and merchandising to optimize order and shopper profitability. The Outlier acquisition aims to accelerate SoundCommerce's success serving DTC consumer brands and retailers.
Backed by tenured venture capital investors, SoundCommerce serves omnichannel retailers that include PacSun, Eddie Bauer, Constellation Brands, FTD-Proflowers and others, alongside high-growth, digitally native brands Bala, GLDN and BRCC.
SoundCommerce appointed Steve Davis as chief revenue officer, where he will lead the company's direct and channel sales, partnership alliances and customer success operations. Davis previously oversaw revenue generation at Outlier.ai and managed Outlier's sales and customer success teams.
SoundCommerce works with retail brands' existing technology stacks to help improve the customer experience across marketing, merchandising, supply, fulfillment, delivery and customer service. The data platform tracks real-time operational events, profitability and customer lifetime value to drive decisions and actions fundamental to cross-channel and direct-to-consumer success.
In-store navigation/analytics
Oriient
Oriient, a company that uses indoor positioning technology to help digitize physical spaces, has secured an $11 million Series A funding round, bringing total funds raised to $16 million.
OurCrowd, a global venture capital equity platform with more than $1 billion of assets under management, participated in this round, as well as Regal Four, F2 Venture Capital, NGN Partners, and Future Energy Ventures.
The funding will help scale implementation of Oriient to what the company says is "tens of thousands" of locations, open new verticals and drive global sales. The company's technology integrates directly with a business's mobile app, harnessing existing sensors in every smartphone to deliver positioning that is accurate within three feet, Oriient claims.
For retailers, Oriient enables in-store navigation that can capture revenue that would otherwise be lost due to unfound products, proximity marketing and foot traffic analytics. The technology aims to streamline operations with route optimization and the ability to track task execution. In smart buildings, wayfinding enables a seamless user experience for visitors, and provides facility managers the visibility to enhance security and operational efficiency.
Oriient partnered with Instacart to power in-store navigation used by Instacart's shoppers at hundreds of stores in North America. A Google partnership makes Oriient indoor location services available on Google Cloud's Marketplace as an SDK for retailers' mobile apps.
Founded in 2017, the Tel-Aviv-based company has created proprietary algorithms that use Earth's magnetic field, smartphone readings and AI to pinpoint any user inside a building, without the need to install any hardware.
Global retailers, delivery services and smart buildings rely on Oriient to deliver incremental revenue through various means, whether it be indoor navigation and proximity marketing, reducing fulfillment costs, security enhancements and increased efficiency of physical environments.
Arianee
Arianee, an end-to-end web3 solution for brands, has raised a 20 million euro ($21 million) Series A led by Tiger Global. Bpifrance, ISAI, Noia Capital and Cygni Capital, who were already involved in the last round of financing, once again contributed and Commerce Venture and Motier Ventures also joined the round.
Arianee will use the funding to continue its mission of enabling brands to reinvent their customer relationship with seamless and innovative experience from digital to physical to the metaverse. The round is a mix investment of equity in Arianee's SaaS solution and $ARIA20 token powering the Arianee open-source protocol.
Arianee said it plans to grow its New York City office, recruit new talent and continue developing its platform that brands use to create, distribute and interact with NFTs. The platform and products enable brands to tokenize, distribute and leverage value through NFTs, it says.
EShopWorld
FibreTrace® MAPPED Provides a Free, Advanced Digital Transparency Solution
Retail Tech: Microsoft Debuts Smart Store Solutions, M&S Adds Virtual Try-On, Walmart x Salesforce Fulfillment Tie-Up


Everyone needs a good balance of oil (moisture) and water (hydration) in their skin for that optimal smooth, cushy and glowy complexion.
- Age/Hormones: Hydration retention becomes more challenging with time. Additionally, hormonal changes and the decrease in Estrogen cause the skin to lose water.
- Washing with hot water. WASH WITH COLD WATER ONLY.
- Heavy foundations/cosmetics: This is a big one. I often see women use super heavy foundation and this is counter productive. And more often than not, isn't being thoroughly removed at night, thus cause even more of an issue. My goal is to get you comfortable with a good BB cream, or better yet...no make up!
**TIP*** An example of overly stripped dehydrated (loss of water) skin is after cleansing your skin in the morning, it's super oily by mid day. This is almost always a sign that you are using something too harsh on your skin and/or not replenishing the lipid barrier with the right moisturizer.
- Certain medications. Yes, I know it takes time, but you must read that novel that comes with your pharmaceuticals so that you fully understand the potential side effects.
- Washing with hot water. This is very dehydrating and causes inflammation. WASH WITH COLD WATER ONLY.
1. First cleanse to completely remove make up, sunscreen, dirt, oil and pollution. COLD WATER ONLY.
2. 2nd cleanse with appropriate gentle cleanser. COLD WATER ONLY.
5. Moisturize immediately! Why? Because after you have cleansed and your skin hits that dry air in your house, it immediately begins to lose water (hydration) You must apply your serums and moisturizing immediately after your cleanse/spray.
TIP! Also, I highly recommend getting a humidifier for your bedroom, my fave brand is this one. And having some sort of water softener and or filtration system in your home. If that's not in the budget, there are some great faucet and shower head attachment type filtrations systems. We have hard water here in Vegas. You would be surprised how amazing your hair and skin feels when you have a softener and filtration system!
Myth: I think I have oily AND dry skin.
Fact: Oily skin produces excess oil. Dry skin doesn't produce enough oil. Complete opposites. So, you can be oily and dehydrated, but not oily and dry.
Myth: Drinking enough water will give my skin all the hydration it needs.
Fact: Your skin is actually the last thing that will benefit from your water intake. Yes, proper water intake is super important for a multitude of other internal health reasons. But it will not drastically change the hydration of your skin. How you treat the skin on the outside will greatly affect its condition as well as your internal diet.
Myth: Since I have oily skin, I never need to use a moisturizer.
Fact: If you completely deplete your skin of all oil (moisture), then you leave your skin vulnerable to water (hydration) loss. What happens then? Tight, flaky dull skin. It's all about finding the right moisturizer.
Myth: Since I have oily skin, I'm going to wash several times a day to keep it clean.
Fact: Same as I stated above, if you completely deplete your lipid barrier, your skin will experience water (hydration) loss, thus causing other problems like tight and flaky skin, thereby enhancing fine lines, pores, and wrinkles. Generally speaking, twice per day (double cleanse PM, cleanse AM) is sufficient. Over stripping the outer layer of the skin will also result in a layer of super dead dry skin, thus trapping oil and bacteria, then resulting in clogged pores and breakouts. It's called the Rebound Effect, and it isn't good.
Myth: Since I have dry skin, I don't cleanse very often because it makes me feel tight and dry.
Fact: No matter your skin type, you absolutely must cleanse morning and night. Especially at night. It's imperative to get the filth from pollution, touching your face, make up, sunscreen, etc OFF OF YOUR FACE! Otherwise, you're just marinating in all of that, all night. Nope, not good. Also, after cleansing, you need to apply your moisturizer (or serum if you're using one) within 60 SECONDS of your cleanse. Why? Because the second your freshly cleansed skin hits that dry air in your home, the hydration loss (water) begins. The idea is to prevent hydration loss so you gotta get that protective barrier back on as soon as possible. This is how you begin to bring back balance to the skin.
What can your Aesthetcian do?
Regular facials with proper and professional grade exfoliation (peels, enzymes, devices etc) can drastically improve dry, dehydrated, or oily skin. I'll clear away the dry flaky area, thereby increasing the absorption and efficacy of your skin care products. Throughout your treatment, we'll discuss homecare changes as well. Check out this page for details of my treatments.


This is a type specimen booklet for mrs.eaves. The big idea for this booklet is about women's necessities. As this font was created based on baskerville mistress. Therefore, the choosen mood and tone is based on the upper-class women back in the day, classic, delicate and sophisticate. The color scheme is based on my preference of what a high class, high fashioned women would like.


Venable partner Geoff Garinther was quoted in a January 1 Law360 article discussing whether the volume of lawsuits will increase or decrease in 2011 and the potential impacts for law firms. According to the article, litigation is expected to "stay on track" in the coming year, with industry watchers reportedly saying that a radical jump in the volume of lawsuits this year is highly unlikely.
Garinther said that even now, when companies do get dragged into lawsuits, they take steps to quickly clamp down on defense costs.
With regard to the impact an acceleration in SEC enforcement actions could have, Garinther said, "They have been reforming, reshaping themselves to become more nimble to deal with a new sort of financial fraud."
He added, "Now that they've taken some time to do that, I think we can expect to see them going forward into new areas, perhaps targeting bigger companies, as opposed to small shops and individuals that have been the focus for the past couple of years."


Mr. Leaks Styles is my name, and I am a barber and educator, who specializes in cutting all types and styles of hair. From an easily accessible location in Hyde Park, I am able to help clients prepare for special occasions in addition to helping people look their best before a night out. Some of my popular services include afros, mohawks, linings, goatee trimming, shaves, eyebrow maintenance, and beard grooming.
Must cancel 1hour BEFORE YOUR TIME!
I take clients on every 30mins.
Booksy cares about the reliability of the customer reviews – to share your opinion about Mr. Leaks Styles you have to use the service first.
Mr. Leaks, This is one of the best haircuts I received in my adult life time. Mr Leaks understands the art of blending - trust this guy!
Even with a complete change from my usual haircut, Leaks delivers with no problem and with the usual professional style.
My 4 year old son got his hair cut tonight and it looks great. He was fussy but Mr Leaks took it in stride. We will be back.
I'm a fan of tight fades and beard trims...and I wanted a blend like I used to rock back in 1993. Mr Leaks knew just what to do...and he tightened me up! The shop he works out of is also a classy black barber shop in one of Chicago's most popular neighborhoods. I'll be back, next week!


In 2012, Marks and Spencer (M&S) rebranded themselves to target a younger consumer market. This was accomlished by creating a modern and stylish aesthetic with a focus on trend driven merchandise. M&S has also experienced tremendous growth in the last year, not only domestically but internationally as well. Because of this, we have decided to test out the American market by creating a pop-up shop in Miami, Florida. This will test both the new, younger tarket market and the American market as a whole. The pop-up shop will be located in Brickell City Centre. It will be open for six months from September 2015 to May 2016.
M&S currently utilizes numerous forms of media, particularly print, digital media, social media, event, and customer relations. For print, they have advertisements in various successful magazine with a wide consumer base. For digital media, they create many videos for both YouTube and television. They also have live video chats for their consumers to ask questions and connect with the brand. For social media, they have accounts on Facebook, Twitter, Instagram, Pinterest, and YouTube. For events, they hold numerous events within their stores, many of which give back to the community. For customer relations, they recently launched a new Loyalty Club for consumers to join and gain V.I.P access to the company and its offerings.
In the U.S., there are several department store chains that compete directly with M&S. These department stores have multiple brick-and-mortar locations throughout the country, a developed e-commerce platform, a large product assortment, and varying price levels. The two U.S. department stores that are the most similar to M&S in terms of price, product assortment, and number of stores are Macy's and Dillard's. However, M&S has three main advantages over the competition. One, the product assortment of M&S is extremely large, both horizontally and vertically. M&S not only offers a large assortment of womenswear, menswear, childrenswear, footwear, accessories, and home furnishings/decor like other department stores, M&S also has a well-developed food and wine selection. In other words, M&S is a large fashion department store, large home department store, and large grocery store all-in-one. The second advantage is M&S has a presence in the U.K., Europe, the Middle East, and Asia. M&S has experience much international success and plan to continue expanding. Due to their number of locations around the world, M&S is an internationally recognized brand. This will come into play when expanding to the U.S. because many consumers in the U.S. are not native to the country. The third advantage is M&S's pricing. The retailer's prices fall into the medium range - neither extremely cheap nor highly expensive. Most department stores in the U.S. are either low-end/mass or high-end/premium. These three advantages place M&S in an underserved area on the U.S. department store's price/ distribution matrix.
Little brand awareness in countries not already present; Average consumer is older than new target market.
Large distribution with international locations in Europe, Asia, and the Middle East; Committed to journey towards sustainability.
Consumers choosing to shop at specialized store instead of department stores.
In previous years, the average M&S consumer has been about 40 to 60 years old. This is because M&S has such a strong brand identity and is known for outstanding quality. These two things appeal greatly to this consumer segment because they generally desire products that will last a long time and are less concerned with visual athetics. Starting in 2012, M&S has begun to rebrand itself towards the younger consumer. Along with our focus on outstanding quality, M&S is now focusing on visual aesthetics as well. As a brand, M&S is becoming more sleek and modern. The products offered have also become more edgy and trendy. Because of this shift towards a younger consumer, we have decided to focus our 2015 pop-up shop on the younger consumer. M&S's plans to grow it's presence in existing markets and also create new ones this year. We plan to focus on broadening our presense over seas, to America. We believe this is a chance for growth based off of how well our other international brick and mortar locations have been doing this past year. We will test the American market with a pop-up shop in Miami, Florida.
Department stores use to be the place to shop and socialize. Unfortunately, foot traffic, sales, and luster has declined over the years. Foot traffic has been the most significant loss because many, if not all, department stores participate in online retailing, which accounts for most of their sales. One of the factors behind the downfall of department stores is fierce competition. Competitors of department stores are specialty retailer, discount retailers, and e-commerce. Arguably, e-commerce is the biggest competitor of the three because it offers a wide array of products at a wide price range, which is the basis of department stores. Also, with the creation of mobile shopping consumers can now shop anywhere, anytime. To combat the losses, department stores are repositioning themselves, and by doing so, revolutionizing department stores in general. Many techniques are being employed, including localization, incorporation of technology, renovating flagship stores, and evolving the retailer into a culture icon of its location. Due to revolutionizing of department stores, sales, foot traffic, and luster are slowly increasing. The future of department stores looks bright. It is expected that department stores will expand by 22 percent by 2019, which is equivalent to about 450 billion dollars However, it will take much time and effort to bring department stores back to the forefront of retailing.
Certificate of Use (Zoning Permit) is required, to ensure allowance to operate within its zoning district; Local Business Tax Receipt.
Brickell Centre is known as the Wall Street of Miami; Miami International Airport; Many high-priced tolls.
eMerge Amercia; Miami is soon to be known for inoovative technology.
SOCIAL Increasing desire to interact with technology in store; Desire for convenient parking while shopping; Multiple languages spoken; Changing population and continual growth; International influences.
Hurricanes that could possibly affect business and revenue.
Minimum wage is $7.25 an hour; Overtime pay is required; Florida At-Will Employment; Florida Right to Work; The Fair Labor Standards Act (FLSA); Family Medical Leave Act (FMLA); Occupational Safety and Health Act (OSHA).
All of M&S's U.S. competitors are located either in or near Miami, Florida, except for Belk and Bon-Ton which do not have any brick-and-mortar locations in Florida. Most of the competitors are located outside of Miami because the cost to do business in the city is high, especially when a large area of retail space is required for an indefinite length of time. However, Miami has multiple, highpriced tolls scattered throughout and around Miami causing travelers to spend hundreds of dollars a month on tolls. This causes some people to avoid traveling far distances via car as much as possible. Overall, competition in the Miami area is low. Since the M&S Miami pop-up shop is temporary, the price to do business in Miami will not be as a high as other permanent retailers in the area. Another positive of being located in Miami is the elimination of many of the high-priced tolls, enticing people to shop at M&S rather than another retailer that is surrounded by tolls. Also, the more money consumers save, the more money they can spend at M&S Miami.
M&S will have several indirect competitors while in Miami. Our main indirect competitors will be the other shopping locations that will be inside Brickell City Centre. Also, there are many resuraunts nearby. Since produce is a large part of our product assortment, we will have to be aware of not only the resuraunt in the area, but also grocery stores and other produce retailers. Whole Foods will be our biggest produce competitor as they offer similar products. We will also need to be aware of retail locations that sell furniture, such as Ikea which will be our biggest competitor in this arena. We will also need to consider how the average Americans spend their disposable income. One of our biggest competitors when it comes to this is entertainment. The average American spends about 4.49 percent of his or her income on entertainment and only 2.99 percent on apparel. This means that we not only have to be aware of the entertainment competitors in our area, but also provide our consumer with entertainment within our store.
3M Sq Ft Comprising artfully integrated office, retail, residential, and hotel. Brickell CityCentre is destined to be the prime focal point for this increasingly prosperous residential and business district.
Miami is a city located on the Atlantic coast in southeastern Florida in Miami-Dade County. It is the 42nd most populated city in the U.S. with a current population of 419,777. It is the most populous metropolis in the Southeastern United States after Washington D.C. According to the U.S. Census Bureau, Miami's metro area is the eighth most populous and fourth-largest urban area in the United States, with a population of around 5.5 million. Brickell is in the heart of the financial district comprised of nearly 80,000 residents and 222,000 pedestrains daily. It is quickly becoming Miami's new hot spot. Perfectly poised to enable retailers to reach affluent residents and visitors, Brickell City Centre will be a welcome addition to an underserved area that is increasing in appeal thanks to the rapid growth, prosperity and density of its local and visitor population. Careful attention to transport linkages means the project can also be easily accessed from other areas of Miami, placing all of Miami's affluent neighborhoods within convenient reach of the retail center and all that Brickell City Centre offers.
Since Brickell is a newly developed area, residents of Brickell are innovators. They are always after the newest and greatest thing, whether that be a new smart watch or a new organic fresh market in Miami. Our target market of ages 25 to 45 also have a yearly income of about $49,015.00. This allows them to have a large disposable income to be able to spend on the newest products and services. Within M&S Miami, we will have digital touch screen displays where consumers can view our wide assortment of products and even order merchandise for delivery to their doorstep. This will attract the innovative consumer living in Brickell.
Downtown Miami pulsates with activity as commercial, cultural and leisure pursuits come together in the fastest growing area in Miami. Innovative skyscrapers line the sky and make up Miami's iconic skyline. Historic shopping arcades and storefronts packed with merchandise evoke Miami's origins as a trading town. The department stores and emporiums of the area offer big city shopping with a cosmopolitan flair, while the area's diversity inspires dining delights in a variety of culinary styles. And of course, there are the amazing views from everywhere in Downtown. Downtown Miami's collection of skyscrapers shares a view of Biscayne Bay that's worth a million bucks. Ride the free elevated Metromover through Downtown and stop off at Bayside Marketplace for lunch and shopping. Make time to visit one of the Downtown museums such as History Miami or the Miami Art Museum. The Downtown Miami Area is made up of several parts; the Brickell area, an international banking hub as well as a metropolitan residential community of tall buildings, hip bars and restaurants, and an internationally diverse group of residents; Omni, a blend of residential, commercial and hotels including the magnificent Adrienne Arsht Center for the Performing Arts; Park West, the Bicentennial Park area; and the Miami Jewelry District.
Most of M&S' future competition lies in the incoming retailers that will take up space in Brickell City Centre. The shopping center alone is 565,000 square feet allowing other department stores to take up just as much space. Nearby popular shopping plazas such as Mary Brickell Village propose a smaller threat in terms of product offering and experience. Mary Brickell Village is mostly comprised of locally owned-boutiques and restaurants on a much smaller scale.
The M&S team is striving to make our hiring process for both the employers and future employees a fun one. We plan to post our job listings on our M&S Miami Facebook page along with boosted notifications about our recruiting event that will be held in our store. Applicants will send their resumes, a cover letter and reasons of why they would like to work for M&S Miami to our hiring team. 75 of the applicants will be asked to come for aninterview. The applicants will then be narrowed down to 50 and selected to work a total of six months with promise of a future position if we meet our goals. Those selected will receive goodie bags with promotional materials, start date information, expectations on how to dress, performance standards and goals needed to be met. We value everyone's opinions. Our new employees will have a part in every aspect of the operations process from store layout to visual merchandising changes and fluidity. Out of the 50, three will be selected for the management team (salary positions): a store manager, a co-manager and a sales lead. Within the city of Miami, the average store manager makes anywhere from $37k to $45k per year; the average co-manager makes a median annual income of $32k; and the average sales lead makes $28k to $30k annually. Two visual merchandisers, one for interior design and another for fashion will be selected to manage their given categories. Visual merchandisers in the city of Miami generally make $55k per year. The remaining 45 employees will be split into part-time employees averaging from $9.50 to $11.00 per hour depending on experience. One thing that will have to be taken into consideration is the salaries of our management and visual merchandising team, essentially being cut in half due to the six month time period. We will not be providing health benefits or insurance for our pop-up shop employees simply due to the short amount of time it will be provided and the long amount of time it will take for the logistics to be processed.
L O G I S T I C S & I N F R A S T RU C T U R E Our M&S Miami location will be housed within the infrastructure of Brickell City Centre, a new development coming to the financial district, owned and developed by Swire Property Group. The center will provide us with a 10,000 square foot space with the option to make adjustements in structure within certain guidelines and with their approval. The center also provides our consumers with an underground parking garage capable of containing nearly 3,000 vechicles at any given time. There is also the option of valet for a slightly higher price. In regards to transportation, Downtown Miami is the strategic location for rapid transportation. Thousands of people beat daily traffic utilizing the elevated transit systems – Metrorail and Metromover. There is direct, quick access to the Interstate I-95 and I-395 highways. Port Miami is directly adjacent to Downtown Miami and Miami International Airport is just 20 minutes away by car or rail. Capital improvement projects including streetscape redesign, wayfinding signage, and bicycle and pedestrian enhancements make Downtown even easier and safer to navigate. Downtown Miami ranks amongst the top ten places in the U.S. for walkability. The recent addition of the Miami Trolley - a free and frequent local circulator - provides convenient stops on every block. Car sharing systems have taken Downtown Miami by storm with many young residents and professionals enjoying the freedom of being car-less and embracing the new way of getting around with cars that can be rented by the minute.
In regards to the legal issues we might face, licensing, permits and shop drawing approvals are our biggest concerns. Each business or individual regulated by the Department of Regulatory and Economic Resources must submit a completed application, pay the required license, registration, or permit fees, and provide the applicable supporting documentation in order to obtain a license, registration, or permit to engage in the type of occupation or business applied for. Should we need any contracting work completed or building trades, an inspection is required prior to covering up any part of the construction and our plans and permit must be at the construction site and the address properly posted and visible from the street. Inside the pop-up shop we have decided to use an elevator, not only for convenience but to take advantage of profit available per square foot. Permits are required by the state to implement an elevator, alteration and repairs must be performed regularly to ensure the safety of our shoppers and we will need a certification of operation in order to begin. All permits, licensing and trades are additional costs that we need to take into consideration when executing our budget. Although the fees are miniscule in comparison to all other costs, the fees add up quickly.
At M&S Miami it is all in the details from our reflective black floors to the chandeliers on the ceiling and the crown molding on the walls. Our key values focus on in-store experience, quality customer service and a unique style selection in the departments of men's, women's, produce and furniture. Our pop-up shop, housed in Brickell City Centre, will be opening in the heart of the financial district in Miami, Florida. M&S Miami has been localized to suit our Miami shoppers and their lifestyle yet still portray our British heritage. When entering the store our shoppers are greeted by our large holiday display with colorful fiberglass mannequins and oversized gift boxes. The bottom floor accommodates men, women, beauty shoes and accessories. When taking the elevator to our second floor the departments of furniture and produce are partitioned by a frosted glass wall, dividing the space yet allowing a feeling of openness. Our location in Brickell City Centre allowed us to push our limits and add on to the space by including an outdoor café and lounge. The cafe is comprised of six cocktail tables, 12 bar stools, a full kitchen and grill with an in-house chef and a seating area with a fire pit. Our menu features refreshments, cocktails and tapas style food for brunch and dinner with ingredients directly from our produce section. This allows our consumers to try before they purchase any unfamiliar British delights. Overall we want our customers to feel a sense of excitement and newness while shopping with M&S Miami.
The first floor layout is categorized by departments: men, women, accessories and beauty. We have intentionally created a grid layout to mimic their traditional department store in the U.K. As stated by law, we have allotted at least three feet between each fixture and display case to allow for an easy flow of traffic and the use of wheelchairs. In the center at the front entrance we have strategically placed our holiday display to create that "wow� factor as our consumers step foot into our M&S pop-up shop. Behind our large display is the checkout counter where two representatives will be glad to assist our shoppers with any needs as well as checkout. During this peak holiday season our representatives will be offering gift wrapping options to make our customers experience that much more enjoyable and convenient.
Our consumers then reach our second floor through the access of an elevator, skinned in our British heritage, and arrive in the staged furniture section. This area is comprised of a mock bedroom space with a small office and a large living room area where guests are encouraged to congregate and try out the furniture.
To the right of the furniture category, separated by a frosted glass partition, is the grocery store with a select offering of frozen food, small meals and snacks. Once guests are finished purchasing their items they can walk to the checkout desk, have their desired items bagged and purchase them through an iPad. Our use of iPads in the store allows for efficiency and adds another technological element to the shopper's experience.
Last but not certainly not least, our outdoor lounge and cafe, located on our top floor balcony, was built for the ultimate leisure experience. With glass walls, the sunlight illuminates the entire space and gives a 180 degree view of Downtown Miami while dining. The outdoor kitchen is occupied by our M&S professional chef who cooks a variation of 10 tapas style plates from our menu. The menu consists of food and ingredients located directly in our grocery store, encouraging our customers to try before they buy.
In order to provide an asethetically pleasing environment for our shoppers, we have factored in the costs for staging of furniture, lighting, music, holiday displays, customer service and our lounge/cafe area. In regards to our interior cost within the first level of our 10,000 square foot space we have estimated nearly $30,000.00. For the second level costs we will allocate a total of $34,873.00 diving this amount into our staged living area, bedroom, grocery store and outdoor eating area. In order to create brand awareness and generate buzz within the comminity of Brickell we must take those risks in cost to instill a positive impact. Everything from the flooring to the lighting, scents and music have been thought out in order to execute a proper pop-up shop and grand opening.
M&S is known for its extremely large product assortment. At M&S Miami, we wanted to test each product category in the market, and introduce Miami shoppers as much of M&S's offerings as possible. The M&S Miami store will offer every product category already offered by M&S home, produce, beauty, menswear, and womenswear. During the holiday season, the product category fo Christmas will be added. However, due to size limitations, the offerings of each product category will be limited. The product categories with the most offerings will be women's, men's and produce.
The promotion for the six month M&S Miami shop will be a year-long endeavor, starting in May 2015 and ending in April 2016. Pre-launch promotion will occur four month before the opening (May to August 2015), and post-launch promotion will last for two months after closing (March to April 2016). The length of pre-launch will be longer than post-launch because M&S is a foreign retailer, and many Miami residents may not be familiar with the U.K. department store. To help increase the awareness of both M&S and M&S Miami, a variety of media outlets will be used. The five media types are: traditional, social media, out-of-home, partnerships, and event. For each of the three division of the promotion plan, a unique tagline will be used. Each tagline will used throughout all used media. The three taglines that will be used are "The British are coming" (pre-launch), "The British have arrived" (during), and "Cheerio Miami" (post-launch). The taglines play upon the retailer's British culture.
PRE-LAUNCH TRADITIONAL MEDIA Radio Radio is an easy and cost-effective way of marketing. Many Miami residents drive, especially if they live outside the city, and often when they drive they have the radio on. M&S Miami will be marketed on the radio through thirty second commercials. The two radio stations that will be used are Y-100 and Power 96, two popular radio stations in Miami. The radio commercials will be informative, especially during pre-launch, because M&S is new to not only Miami, but the United States. Along with basic information, the listener will be told to visit the landing page and follow M&S Miami on social media for further information. Both the commercials and the radio DJs will use the pre-launch slogan. Landing Page M&S Miami will have a landing page that will hold all information (location, dates, times, contact). Specifically during the prelaunch, images of the site and the merchandise will be shown on the website, as well as videos from M&S Miami's YouTube channel. This will make people feel involved in the creation of M&S Miami. The landing page will connect the M&S's e-commerce page, and vice versa. No slogan will be used on the landing page to save time and money. Commercials Commercials are an expensive, but highly effective way to contact the audiences. Since M&S is a department store, it has a wide range of customers, and commercials is a way to garner the attention of many different people. Like the other pre-launch marketing, the commercials will be informative and fun, playing upon the British theme. The commercials will grab the viewer's attention, and stay with him or her long afterwards. Magazine Print advertisements in magazines is the bases of many pop-up shop's promotion plans. Full-page, color advertisements will be in three popular, local magazines in Miami Venue Magazine (Brickell Centre's magazine), Ocean Drive Magazine, and Miami Living Magazine. Each magazine targets different areas of Miami, and discusses a wide array of topics from food to fashion to interior design. These advertisements will be beautiful, like M&S. The image will utilize the British heritage of the company in such a manner as previous M&S magazines advertisements. The retailer's past advertisements featured famous, respected British citizens. The M&S Miami advertisement will also have the date of opening, location, the landing page URL, and the pre-launch slogan. Billboard Along two major highways, Palmetto Expressway and Dolphin Expressway, billboards promoting M&S Miami will placed. Many of Miami's highways experience bumper-to-bumper traffic. While travelers are stuck in traffic, they will see the billboard and be interested in visiting M&S Miami. A billboard will also be placed in the metromover station by Brickell Centre. The metromover is another popular form of transportation in Miami. By placing a billboard at Brickell Centre's metromover station, M&S Miami will specifically be targeting people who are currently in the area and/or often there. Like the pre-launch radio commercials, the pre-launch billboards will be informative. It dates of the pop-up shop and a call-to-action, the URL link to the landing page, which will hold more information. A image used will exploit M&S's British heritage. The pre-launch slogan will be used as a focal point to catch passerby's attention.
SOCIAL MEDIA The purpose of social media is to include Miami residents in the creation of M&S Miami. This will encourage the blending of British and Miami culture, and in turn make M&S Miami a success. YouTube M&S Miami will have its own YouTube channel that will have videos about M&S, M&S Miami, and, specifically during the pre-launch, videos about the creation of the pop-up shop. Instagram M&S Miami will have its own Instagram account where daily images of the store's development will be posted. Any comments left on posts will be replied to. The pre-launch slogan will be used in hashtag form in posts. Twitter M&S Miami will have its own Twitter account. Information, Instagram images, and YouTube videos will be tweeted. Also, any tweets from Miami residents will be replied to. The pre-launch slogan will be used in hashtag form in tweets. Facebook All material shared YouTube, Instagram, and Twitter will shared through the M&S Miami Facebook page. The Facebook page will be a combination of social media and the landing page. It will have both information (location, dates, times, contact, etc.) and fun posts. Like other forms of social media, people can follow the M&S Miami Facebook page, and leave comments for the retailer which will be responded to. The Facebook page is where all social media platforms come together.	Like the pre-launch radio commercials, the pre-launch billboards will be informative. It dates of the pop-up shop and a call-to-action, the URL link to the landing page, which will hold more information. A image used will exploit M&S's British heritage. The pre-launch slogan will only be used in status updates.
OUT-OF-HOME Elevator The most creative of M&S Miami's marketing will be its elevator advertisements. On elevators in three four to five star hotels (Hotel Beaux Arts, Viceroy Miami Hotel, and Holiday Inn Port of Miami-Downtown) and three middle to upper class apartments (Brickell City Centre Tower Apartments, One Plaza Apartments, and Camden Brickell Apartments), a sticker will be placed on the door and on the inside, back wall. On the outside door, the sticker will read "The British are coming". On the inside, back wall, the sticker state "M&S Miami" and information about it.
All traditional marketing will remain the same, but the slogan will change to "The British have arrived".
SOCIAL MEDIA YouTube While the pop-up store is open, videos of events occurring at the store (launch party, holiday shopping) and people shopping will be posted. Instagram Photographs of events and people shopping at the store will be posted. Also, a hashtag competition will take place on Instagram during the launch party. People who Instagram a picture of launch party with the hashtag "M&SMiami", and show it at the register when purchasing an item(s), will receive a 25 percent discount. However, the 25 percent discount will only apply to one item. This will motivate people to attend the launch party and purchase merchandise. The slogan, "the British have arrived", will be used in hashtag form.	Twitter The function of the M&S Miami Twitter account will remain the same. The slogan, "The British have arrived", will be used in hashtag form. Facebook The function of the M&S Miami Facebook page will remain the same. The slogan used in updates will change to "The British have arrived".
OUT-OF-HOME Elevator The elevator advertisements will update to the door sticker to say "The British have arrived", and the inside, back wall sticker will remove the opening date of the pop-up store.
PARTNERSHIPS Bloggers Influential bloggers in the Miami area will be invited to the launch party of M&S Miami. To encourage them to attend and make a purchase, 150 dollar gift cards will be given to them. Hopefully, they will continue to write about M&S Miami after the launch party. Instagramers Popular Instagramers in Miami will be invited to the launch party as well. They too will be given 150 dollar gift cards. Hopefully these Instagramers will return to the store to shop and post more images with the hashtag "M&S Miami". Journalists Miami journalists will be invited to the launch party. They will be given a 150 dollar gift card. Hopefully, due to the success of the store, journalists will continue to write articles about M&S Miami after the launch party.
The launch party will be the most expensive part of the promotion plan. This is because the launch party must create newsworthy buzz, and attract large amounts of people. The very popular DJ, Sasha, will play his trance music. On one of the marble counters in the upstairs cafe area, various audevers, delicious champagne, and water bottles from M&S's food and drink selection will be served. The maximum amount of people the pop-up store can comfortably hold is 1,000. To control the large number of people entering the store, a security guard will be hired for the night. Overall, the launch party will be a lavish blend of British and Miami culture. The grand launch party of M&S Miami will be talked about for days afterwards.
Social media will be the only platform used by M&S after the closing of the store. Hopefully journalists and bloggers will write about M&S Miami and its closing, but it isnot in the retailer's control. All four social media platforms will be used. They will used in a retrospective manner; looking back at the store's six months. One is the M&S Miami YouTube channel, a goodbye video will be posted. The video will show past events, people shopping, and a personal message from M&S. Pictures of past events and people shopping at M&S Miami will be posted on the Instagram account with the hashtag "Cheerio Miami". The Twitter account will tweet the Instagram and YouTube posts. There will also be a goodbye tweet. All posts made by the other three social media platforms will be posted on the Facebook page. All customer comments will continued to be replied to until the end of April 2016.
M&S Miami initiative is to test the market within the heart of the finical district of Brickell, an untapped area of potential for retailers. The perfect place to do so is within the upcoming Brickell City Centre comprised of 575,000 square feet, a true mecca for Miami shoppers and the biggest thing to happen to Downtown Brickell. While localizing M&S to Miami, we fully intend to maintain our British heritage, execute high levels of customer service in order to peak interest, host events with famous musicians to generate buzz and increase volume in units and raise profits. Should we succeed we look towards the future in expanding to Miami and other locations within the United States.


Colourful and crunchy bell peppers marinated in herbed olive oil decorate crispy burger buns together with a homemade parsley cream cheese. The Marinated Bell Peppers Open Burger reminds one of the good old farm days, with its creamy and herby topping interspersed with fresh juicy bell peppers. It is the perfect choice for a garden party, or just about any day for that matter.
Divide the parsley cream cheese mixture into 4 equal portions. Keep aside.
Divide the marinated peppers mixture into 4 equal portions. Keep aside to marinate for 10 to 15 minutes.
Apply a little butter on all the bun halves and bake in a pre-heated oven at 200°c (400°f) for 8 to 10 minutes.
Spread a portion of the prepared parsley cream cheese over each bun halve.
Finally top with a portion of the prepared marinated pepper.
Serve immediately garnished with a parsley sprig.


text:
Q: Need help explaining Bayesian p-value plot I'm working through Chapter 2 of BMCP and am having trouble understanding why the plot of a Bayesian p-value looks so unexpectedly "spiky" or multimodal. Here's my code
np.random.seed(1337)

# Observations are 20 draws from a biased coin-flip
Y = stats.bernoulli(0.7).rvs(20)

# Model the observations as a vanilla Bernoulli RV
with pm.Model() as model:
    θ = pm.Beta("θ", alpha=1, beta=1)
    y_obs = pm.Binomial("y_obs", n=1, p=θ, observed=Y)
    trace = pm.sample(1000, return_inferencedata=True)
    posterior_predictive = pm.sample_posterior_predictive(trace)

# Plot Bayesian p-values
az.plot_bpv(posterior_predictive, kind='p_value')

And here's the output:

Any pointers or links most appreciated.

redpajama_set_name: RedPajamaStackExchange


text:
Teva Pharmaceutical Industries Ltd. (also known as Teva Pharmaceuticals) is an Israeli multinational pharmaceutical company with headquarters in Tel Aviv, Israel.  It specializes primarily in generic drugs, but other business interests include active pharmaceutical ingredients and, to a lesser extent, proprietary pharmaceuticals. Teva Pharmaceuticals was the largest generic drug manufacturer, when it was surpassed briefly by US-based Pfizer. Teva regained its market leader position once Pfizer spun off its generic drug division in a merger with Mylan, forming the new company Viatris at the end of 2020. Overall, Teva is the 18th largest pharmaceutical company in the world.

Teva's facilities are located in Israel, North America, Europe, Australia, and South America. Teva shares are listed on the Tel Aviv Stock Exchange. The company is a member of the Pharmaceutical Research and Manufacturers of America (PhRMA).

History

Salomon, Levin, and Elstein
Teva's earliest predecessor was SLE, Ltd., a wholesale drug business founded in 1901 in Jerusalem, which at that time was part of the Ottoman Empire's Mutasarrifate of Jerusalem. SLE Ltd. took its name from the initials of its three cofounders: Chaim Salomon, Moshe Levin and Yitschak Elstein, and used camels to make deliveries. During the 1930s, new immigrants from Europe founded several pharmaceutical companies including Teva ("nature" in Hebrew) and Zori. In the 1930s, Salomon, Levin, and Elstein Ltd. also founded Assia, a pharmaceutical company.

Teva Pharmaceutical Industries

1935–1949
Teva Pharmaceutical Industries took its present form through the efforts of Günther Friedländer and his aunt Else Kober on May 1, 1935. The original registration was under the name Teva Middle East Pharmaceutical & Chemical Works Co. Ltd. in Jerusalem, then part of Mandatory Palestine. Friedländer was a German pharmacist, botanist and pharmacognosist, who immigrated to Mandatory Palestine  in 1934, following the Nazi Party Rise to power.

The company was built with an investment of 4,900 pounds sterling, which came from the family's own capital and partly from loans from other German immigrants. Capital shortage led to the joining of the banker Alfred Feuchtwanger as a partner in Teva, who received 33% of the shares in return for his investment.

Friedländer's business philosophy opined that the pharmaceutical industry has a reliable basis in difficult economic times, since "A Jewish mother will always buy medicine for her children". In the Second World War, the company provided medicine to the allied forces and in particular to the British army present in the Middle East. After the war, Sir Alan Gordon Cunningham, the last of the High Commissioners for Palestine and Transjordan, visited Teva on behalf of the Secretary of State for the Colonies. His visit promoted Teva's reputation in the pharmaceutical market and created a momentum for Teva's development.

During the Second World War and until the termination of the British Mandatory Palestine regime, Teva exported its medical products to Arab countries. In 1941, Friedländer presented Teva products in an exhibition held in Cairo, Egypt. The exhibition was sponsored by the General Agent and Sole Distribution of medicine in Egypt and Sudan, Syria and Lebanon. Later on, Teva exported its products to the US, Soviet Union (USSR), health institutes in Denmark, Czechoslovakia, Persia and Burma.

1950–1999
In 1951, Feuchtwanger initiated an initial public offering to raise capital through the newly founded Tel-Aviv Stock Exchange, and Teva became a public company. In 1954, Teva received a Certificate Excellence in Training award from the Israeli President, Yitzhak Ben Zvi. In 1964, Teva partnered with Sintex, a company from Mexico, and Schering Plough.

In 1964, Assia and Zori merged and in 1968 acquired a controlling stake in Teva. In 1976, the three companies merged into the modern-day Teva Pharmaceutical Industries Ltd. In 1980, Teva acquired Ikapharm, then Israel's second largest drug manufacturer.

In 1980, Teva acquired Plantex.

In 1982, Teva was granted approval by the U.S. Food and Drug Administration (FDA) for its Kfar Saba manufacturing plant.

In 1995, Teva acquired Biogal Gyógyszergyár Rt. (Debrecen, Hungary) and acquired ICI (Italy).

2000s
In 2000, Teva acquired Canada-based Novopharm.

In October 2003, Teva announced its intentions to acquire Sicor Inc. for $3.4 billion. Following the announcement, the acquisition was completed on January 22, 2004, which marked Teva's entry into biosimilars' market.

In 2005, Teva opened a new, state-of-the-art pharmaceutical manufacturing plant in Har Hotzvim, a technology park in Jerusalem. The plant received FDA approval in early 2007. Teva entered the Japanese market in 2005, and in 2008 established a generics joint venture with Kowa.

In January 2006, Teva acquired its U.S. rival Ivax Corporation for $7.4 billion. In 2008, sales totalled $11.08 billion, $13.9 billion in 2009, and in 2010 total sales rose to $16.1 billion, of which a major portion was in Europe and North America. On December 23, 2008, Teva acquired Barr Pharmaceuticals for $7.5 billion, making Barr and Pliva (which Barr bought earlier) part of Teva.

2010s
On March 18, 2010, Teva said it planned to acquire German generic Ratiopharm for US$5 billion. The deal was completed in August 2010. In May 2011, Teva bought Cephalon for US$6.8 billion. The same month, Teva announced the ¥40 billion purchase of a majority stake in Japanese generic drug company Taiyo Pharmaceutical Industry, a move to secure a Japan-local production facility. Teva completed the $934 million acquisition in July 2011. In June 2013, Teva acquired US firm MicroDose Therapeutx for $40 million with as much as $125 million being paid in regulatory and developmental milestones  In 2010, Teva announced that it would build its main distribution center for the Americas in Philadelphia, PA, and was considering opening its US headquarters in the area. In 2010, it had 39,660 employees. In Israel, the number of workers rose 7.5% by 6,774. In March 2010, Teva acquired German-based company Ratiopharm in a deal worth almost $5 billion, significantly expanding its European coverage. In October 2010, Teva entered a licensing agreement with BioTime to develop and market BioTime's OpRegen for the treatment of age-related macular degeneration, an effort that in 2013 received $1.5 billion in funding from Israel's Office of the Chief Scientist.

In May 2011, Teva announced it would purchase Cephalon for US$6.8 billion.

In January 2014, Teva acquired NuPathe, after outbidding Endo, for $144 million. In June 2014, Teva acquired Labrys Biologics for up to $825 million, the aim being to strengthen the company's migraine pipeline through addition of LBR-101, an anti-CGRP monoclonal antibody therapeutic.

In March 2015, Teva acquired Auspex Pharmaceuticals for $3.5 billion growing its CNS portfolio. In April, Teva offered to acquire Mylan for $40 billion, only a fortnight after Mylan offered to buy Perrigo for $29 billion. Teva's offer for Mylan was contingent on Mylan abandoning its pursuit of Perrigo. Mylan stated in June 2015 that Teva's disclosure that it had a 1.35 percent stake in Mylan violated US antitrust rules. In October, the company acquired Mexico-based Representaciones e Investigaciones Medicas (Rimsa) for around $2.3 billion. In the same month Teva acquired Gecko Health Innovations. In November 2015, the company announced it would collaborate with Heptares Therapeutics with its work on small-molecule calcitonin gene-related peptide antagonists for migraine treatment, with the deal generating up to $410 million.

Teva Active Pharmaceutical Ingredients (TAPI) operates within Teva as a stand-alone business unit. In 2009, TAPI's sales to third parties totaled $565 million, and in 2010 sales rose by 13% to a total of $641 million.

In July 2017, it was reported that Pascal Soriot, CEO of AstraZeneca since 2012, would become the next CEO of Teva, succeeding Erez Vigodman, however this was soon refuted. As of August 2017, the company has struggled to attract a new CEO, leading to mounting questions for the board. In August 2017, the board of directors announced a 75% cut in the dividend, reflecting declining profitability, and the share price fell by almost half in the days following. As of September 11, 2017, Teva remained the "world's biggest seller of generics medicines." On September 11, 2017, it was reported that they had selected Kåre Schultz as the new Teva CEO. A day later the company announced it would sell its Paragard contraceptive brand to Cooper Cos for $1.1 billion, with the funds being used to pay down debt. Days later the company announced further divestments: a sale of contraception, fertility, menopause and osteoporosis products to CVC Capital Partners Fund VI for $703 million and its emergency contraception brands for $675 million to Foundation Consumer Healthcare. By December, the company had announced a drastic 25 percent workforce reduction (greater than 14,000 employees) as part of a two-year cost-reduction strategy. Following considerable lobbying by the Israeli Government, from whom Teva received considerable tax breaks, and from Israel's labor federation, the Histadrut, Teva agreed to delay some of the layoffs in Israel.

In October 2019, Teva faced criticism for making a "business decision to discontinue the drug" Vincristine, essential for the treatment of most childhood cancers according to the Food and Drug Administration.

Actavis Generics

In July 2015, Allergan agreed to sell its generic drug business (Actavis Generics) to Teva for $40.5 billion ($33.75 billion in cash and $6.75 billion worth of shares). As a result, Teva dropped its pursuit of Mylan. In order for the deal to gain regulatory approval, Teva sold off a number of assets, including a portfolio of five generic drugs to Sagent Pharmaceuticals for $40 million, as well as a further eight medicines to Dr. Reddy's in a $350 million deal. Teva also sold a further 15 marketed generics, as well as three others that were close to market, for $586 million to Impax Laboratories. In July, Teva sold off a further 42 products to Australian generics company, Mayne Pharma, for $652 million; the deal moved Mayne up 50 spots, into the top-25 companies of US generic companies. As part of the deal Teva will seek to raise $20 to $25 billion through a bond sale.

After completing the $39 billion acquisition of Actavis Generics, Teva announced another, smaller, deal with Allergan, agreeing to acquire its generic distribution business Anda for $500 million.

2010s divestments
On October 21, 2011, Par Pharmaceutical has sealed the deal to three products from Teva Pharmaceutical Industries, which the Israeli firm was required by the US Federal Trade Commission to divest before it could acquire US biotech Cephalon for $6.8 billion.

Following the acquisition of Allergan plc generic division some assets have sold off to meet US antitrust requirements. In June 2016 Indian pharmaceutical company Dr. Reddy's Laboratories Ltd bought 8 (ANDA) Abbreviated New Drug Applications for $350 million in cash. Also in June 2016 Teva sold two abbreviated new drug applications (ANDAs) to Indian pharmaceutical company Zydus Cadilla strengthen its US portfolio. On June 21, 2016, American pharmaceutical company Amneal Pharmaceutical previously known as Impax Laboratories bought a portfolio of generic drugs from Teva Pharmaceutical Industries for about $586 million. On July 29, Cipla an Indian pharmaceutical company bought three products from Teva. Indian pharmaceutical company, Aurobindo, was in the race to buy some Teva assets. In October 2016, Teva has sold off part of its UK and Ireland generic business to Indian pharmaceutical company Intas Pharma for 600 million pounds (5083 crore Indian rupees) in cash. In August 2016, Australia pharmaceutical company Mayne Pharmaceutical bought a portfolio of drugs from pharmaceutical giant Teva Pharmaceuticals last year for $845 million Australian dollars. In February 2018, Teva Pharmaceutical Industries Ltd has completed the sale of a portfolio of products within its global women's health business across contraception, fertility, menopause and osteoporosis for $703 million in cash to CVC Capital Partners Fund VI. Teva also agreed to sell its Plan B One-Step and its brands of emergency contraception to Foundation Consumer Healthcare for $675 million in cash. Combined annual net sales of these products were $140 million last year. It also sold Paragard to a unit of Cooper Companies Inc (COO.N) for $1.1 billion.

Acquisition history
The following is an illustration of the company's major mergers and acquisitions and historical predecessors (this is not a comprehensive list):

Corporate governance

Research and development

Teva holds patents on multiple drugs, including Copaxone, a specialty drug (for the treatment of multiple sclerosis), now the world's best selling MS drug, and Azilect (sold as Agilect in some countries) for treatment of Parkinson's disease. By July 2015, Copaxone held a "31.2 percent shares of total MS prescriptions in the United States." Teva's new 40 mg version of Copaxone taken three times a week "accounted for 68.5 percent of total Copaxone prescriptions in the United States." Copaxone accounts for about fifty percent of "Teva's profit and 20 percent of revenue." Competitors' Glatopa, 20 mg version of Copaxone, is taken once a day.

In June 2006, Teva received from the FDA a 180-day exclusivity period to sell simvastatin (Zocor) in the U.S. as a generic drug in all strengths except 80 mg. Teva presently competes with the maker of brand-name Zocor, Merck & Co.; Ranbaxy Laboratories, which has 180-day exclusivity for the 80 mg strength; and Dr. Reddy's Laboratories, whose authorized generic version (licensed by Merck) is exempt from exclusivity.

In June 2010, the company announced it would discontinue its production of propofol, a major sedative estimated to be used in 75% of all US anesthetic procedures.

In March 2015, Teva sold four anti-cancer compounds to Ignyta Inc. for $41.6 million. As part of the deal Teva sold the following compounds which were then renamed:
CEP-32496 (renamed RXDX-105) a small molecule inhibitor of BRAF, EGFR and RET, now in Phase I/II trials
CEP-40783 (renamed RXDX-106) a small molecule inhibitor of AXL and c-Met in preclinical development
CEP-40125 (renamed RXDX-107) a nanoformulation of a modified bendamustine with potential activity in solid tumours. Bendamustine Rapid Infusion as therapy for CLL and NHL is part of Teva's specialty drugs pipeline.
TEV-44229 (renamed RXDX-108) a potent inhibitor of the kinase PKCiota

In July 2019, the company stopped production of Vincristine, a critical drug used to treat the most common forms of childhood cancer, and was criticized by media for creating a worldwide shortage of the drug. On 28 January 2020, the company announced that the Food and Drug Administration (FDA) had approved an autoinjector device for Ajovy (fremanezumab-vfrm) injection.

Legal issues
On June 25, 2010, Bayer sued Teva for falsely claiming that Teva's Gianvi was stabilized by betadex as a clathrate, and could consequently be advertised as a generic of Yaz The settlement resulted in Teva changing its product marketing to remove the claim that it used the same ingredients as Yaz. Bayer's method specifically prevents oxidative degradation of the estrogen, while Teva's does not.

In January 2015, the Supreme Court of the United States decided on the Copaxone patent in Teva Pharmaceuticals USA, Inc. v. Sandoz, Inc.

In December 2016, the attorneys general of 20 states filed a civil complaint accusing Teva of a coordinated scheme to artificially maintain high prices for a generic antibiotic and diabetes drug. The complaint alleged price collusion schemes between six pharmaceutical firms including informal gatherings, telephone calls, and text messages.

In January 2019, the Supreme Court of the United States decided for Teva in Helsinn Healthcare S.A. v. Teva Pharmaceuticals USA Inc.

On May 11 2019, Teva Pharmaceuticals USA was one of 19 drug companies sued for price fixing in the United States by 44 states for inflating its prices, sometimes up to 1000%, in an illegal agreement among it and its competitors. In June 2021, Teva agreed to pay $925M to settle allegations it had engaged in price fixing in Mississippi. In January 2022, Teva agreed to pay $425M to settle allegations that it had concealed price fixing practices from shareholders.

In May 2019, Teva Pharmaceuticals USA agreed to pay $85 million to the U.S. state of Oklahoma to settle allegations that it had been overprescribing opioids, marketing them as safe, and downplaying their addictive qualities.

In July 2019, Teva paid $69 million to settle pay-for-delay claims.

In 2021, New York Attorney General Letitia James filed a lawsuit against Teva and several other opioid manufacturers for their alleged contribution to the opioid epidemic in New York.

In February 2022, Teva agreed to a $225 million settlement with the state of Texas to end claims that it fueled an opioid epidemic in the state by improperly marketing pain medicine.

Pharmaceutical products

A full list of products destined for the US market is available from tevagenerics.com. Teva also manufactures generic medications for use outside of the US; Cyproterone acetate and Moclobemide being two examples.

Abacavir
Acetazolamide
Adderall (generic and branded)
Adrucil
Ajovy
Alprazolam
Amikacin Sulfate
Amitriptyline
Amoxicillin
Apri
Aripiprazole (generic)
Atazanavir (generic)
Atomoxetine
Atorvastatin
Augmentin (generic)
Austedo
Aviane
Azathioprine
Azithromycin
Baclofen
Balziva
Bisoprolol Fumarate
Bleomycin
Budeprion
Budesonide
Buspirone
Busulfan
Calcitriol
Camrese
Carboplatin
Cefdinir
Cephalexin
Ciclosporin
Ciprofloxacin
Citalopram
Cetirizine
Claravis
Clarithromycin
Clonazepam
Clozapine
Codeine
Copaxone
Cryselle
Cyclosporine
Daunorubicin
Dexmethylphenidate
Dextroamphetamine
Diazepam
Dihydrocodeine
Doxorubicin HCl
Emtricitabine/tenofovir
Epirubicin HCl
Eplerenon
Epoprostenol Sodium
Errin
Escitalopram
Estazolam
Estradiol
Etodolac
Famciclovir
Fentanyl
Filgrastim
Finasteride
Fiorinal
Flunitrazepam
Fluocinonide
Fluconazole
Fluoxetine
Fluvoxamine
Fremanezumab
Gabapentin
Galzin
Haloperidol
Haloperidol Decanoate
Hydroxychloroquine
Hydroxyzine Hydrochloride
Ibuprofen Max
Idarubicin HCl
Ifosfamide
Irinotecan
Gianvi
Irbesartan
Junel
Kariva
Kelnor
Lamotrigine
Laquinimod
Letrozole
Leucovorin Calcium
Levonorgestrel branded as Enpresse
Loperamide
Losartan
Lorazepam
Methotrexate
Methylphenidate
Minocycline
Mirtazapine
Mitoxantrone
Montelukast (generic)
Naltrexone
Naloxone
Naproxen
Norepinephrine
Norethisterone
Nortrel
Nortriptyline
Nuvigil
Nystatin
Ocella
Olanzapine
Omeprazole
Optalgin
Oxycodone
Oxymorphone
Pantoprazole
Phentermine
Portia
Pravastatin
Pregabalin
Prednisolone
ProAir
Provigil
Quetiapine
QVAR
QNASL
Ramipril
Rasagiline
Salbutamol (Albuterol)
Sildenafil
Sertraline
Simvastatin
Sprintec
Sulfamethoxazole Trimethoprim
Sumatriptan
Tadalafil
Tamoxifen
Temazepam
Temozolomide
Tenofovir
Terbinafin
Testosterone
Tiagabine
Topiramate
Tramadol
Trazodone
Triethylenetetramine
Tri-Sprintec
Ursodiol
Valsartan
Verapamil
Velivet
Venlafaxine
Warfarin
Zolpidem
Zonisamide
Zopiclone

Recalls
In 2018, Teva Pharmaceuticals USA recalled tablets containing valsartan due to the detection of N-nitrosodiethylamine (NDEA) which is a probable human carcinogen.

See also
BioTime
Economy of Israel
Health care in Israel
Opioid epidemic in the United States
Science and technology in Israel
Teva Active Pharmaceutical Ingredients (TAPI)

References

External links

 Official website

Companies listed on the Tel Aviv Stock Exchange
Pharmaceutical companies of Israel
Pharmaceutical companies established in 1901
Generic drug manufacturers
Israeli brands
Life sciences industry
Companies based in Tel Aviv
Multinational companies headquartered in Israel
Social problems in medicine
Pharmaceutical companies based in New Jersey

redpajama_set_name: RedPajamaWikipedia


Still waiting on Stronger's Shielder/Mash, decided to collect more of the blokes though. Rider/Iskandar, Kiritsugu Emiya, & Berserker/Lancelot are in transit. Ordered Saber/Arthur, Lancer/Cu. Cool if Caster/Merlin & Archer/Gil goes on PO very soon. Wishing a manufacturer makes pre-painted PVC 1/8-1/7 scales of UBW Emiya Shirou, Berserker/Heracles, Assassin/First Hassan, & Ruler/Sherlock Holmes.


text:
How an Artist Saved the Mountain Gorilla: Retracing the Footsteps of Carl Akeley 85 Years Later
Expedition Artist: Stephen C. Quinn
Purpose: To retrace the steps of the American Museum of Natural History icon, Carl Akeley; to tell the unique story of how an artist catalyzed Africa's first national park; and to highlight and support current conservation work being done to save the Mountain Gorilla.
Location: Democratic Republic of Congo & Rwanda, Central Africa
Scheduled For: November, 2010
About Steve Quinn
About the Houston Zoo
About Mountain Gorilla Veterinarian Project
About the American Museum of Natural History
About UC Davis Wildlife Health Center
Steve's Flag Expedition will revisit the actual site of the American Museum of Natural History's Mountain Gorilla diorama in the Virunga volcanoes in Africa with the intent of documenting the changes that have occurred in the diorama and its painted background scene, as well as the surrounding region, since Akeley's visit to first document the site in 1921 and 1926 in preparation for the creation of this famous diorama in N.Y. The Mountain Gorilla diorama was based on the field research of noted African explorer, sculptor, taxidermist, and naturalist, Carl Akeley. This is where the noted researchers George Schaller and Diane Fossey did their definitive research on Mountain Gorillas.
This expedition will not only bring attention to the endangered Mountain Gorillas themselves and their threatened habitat, but will also refocus attention on the museum which played an early leading role in African wildlife conservation and its support of the creation of the very first national park in all of Africa, assuring the survival of the Mountain Gorilla into the present.
The expedition, involving a partnership with AMNH, the Houston Zoo, the Mountain Gorilla Veterinarian Project, and UC Davis, will also clearly illustrate the role and power of art (a diorama) as a catalyst for the creation of Africa's first national park and as such, give testament to the mission of the Artists for Conservation Foundation.
MISSION OBJECTIVES:
To revisit the original site of the American Museum of Natural History's Mountain Gorilla diorama with the goal to record, through various artistic media, the human impact and ecological changes that have occurred since Carl Akeley first visited the site in 1921 and 1926. Using the diorama in NY as a litmus test to monitor change in the field, the actual site, as it appears today, will be documented in art, photography, video and journal.
To tell the story of how art (an artist and his diorama) shaped international conservation policy and led to the creation of Africa's first national park and the preservation of the Mountain Gorilla into the future.
To highlight the conservation work being done now to ensure the survival of the endangered resident Mountain Gorillas, with special focus on the Mountain Gorilla Veterinarian Project (MGVP) and the University of California Davis.
To prepare for a public exhibit within the American Museum of Natural History featuring work resulting from the expedition and highlighting the historical nature of the museum diorama and its role in preservation efforts on behalf of the Mountain Gorillas.
To support the conservation work of MGVP/One Health including greater awareness of the plight of the Mountain Gorilla as a species, greater awareness of the MGVP/One Health program, eco-tourism, and contributions to MGVP fundraising efforts.
The dioramas featured in the Akeley Hall of African Mammals at the American Museum of Natural History in NY depict actual locations in Africa visited in the early 1900s by teams of artists and scientists who gathered the required references and specimens in the field to recreate a specific site back in New York at the museum. These dioramas were utilized, at the time they were created, to generate concern for vanishing African wildlife. The most famous diorama among these, the Mountain Gorilla diorama, was collected by noted African explorer, sculptor, taxidermist, and naturalist, Carl Akeley.
During Steve's Flag Expedition he will revisit the actual site of the museum's Mountain Gorilla diorama in the Virunga volcanoes in Africa with the intent of documenting the changes that have occurred in the diorama and its painted background scene, as well as in the surrounding region, since Akeley's visit to first document the site in 1921 and 1926 in preparation for the creation of this famous diorama in N.Y.C.
In 1925, Carl Akeley, inspired by his encounters with the Mountain Gorillas in the Virungas, played a critical role in the creation of the sanctuary that is the Mountain Gorilla's best hope for survival into the future and was Africa's very first national park. This sanctuary still exists today, spanning three countries (200 sq. miles), and is where both George Schaller and Diane Fossey did their definitive research on Mountain Gorillas. This association of a great work of art, Akeley's diorama, with the creation of a sanctuary that would ensure the preservation of a vulnerable species, the Mountain Gorilla, highlights the mission of the American Museum of Natural History, the Artists for Conservation Foundation and the Houston Zoo.
Steve came very close to the site in 1986 during a visit to Rwanda while leading an AMNH Discovery Tour and knows that both deforestation and volcanic activity have altered the scene currently on view in the diorama. Local agriculture has encroached on the forest depicted in the diorama background painting and one of the steaming volcanoes depicted in the original painting, Nyrongongo, has since erupted and is now a caldera rather than a volcano. Poaching has also had its impact on the wildlife, as during his visit he observed a silverback with a missing hand – reportedly severed by a cable snare set by a poacher within the park.
This expedition will not only bring attention to the endangered Mountain Gorillas themselves and their threatened habitat, but will also refocus attention on the museum which played an early leading role in African wildlife conservation and its support of the creation of the very FIRST NATIONAL PARK in all of Africa, assuring the survival of the Mountain Gorilla into the present. In a very real way the Mountain Gorilla is Carl Akeley's (an artist) living legacy.
The expedition will also clearly illustrate the role and power of art (a diorama) as a catylist for the creation of Africa's first national park and as such, give testament to the mission of the Artists for Conservation Foundation – "the support of wildlife and habitat conservation, biodiversity, sustainability and environmental education through art that celebrates our natural heritage".
An ecological comparison, using the museum diorama (a highly accurate work of art) as the litmus test to compare the past environment with the present, will be unique and propel the museum, AFC, and the expedition sponsors into the conservation frontline.
Steve's goals are to visit the exact site of the diorama and document it thoroughly. He intends to do numerous field sketches of the animals and their surroundings, making a special point of creating a panoramic plein air painting from the very site where the original expedition artist (William R. Leigh) made his historic panoramic color field sketches during the 1926 expedition. Those sketches were used in the creation of the original diorama background painting. Steve's sketches will visually capture the changes that have taken place in the scene over the years since.
He will also visit and thoroughly document Akeley's gravesite. He died on location in 1926, due to exhaustion, malaria, and dysentery, while collecting final references for the diorama and is buried at the location.
With journal, photographs, video, field sketches and paintings, Steve hopes to compare Akeley's original notes and journal with his observations and the conditions today. This journal will be of special interest to the museum, AFC and the expedition sponsors since it will highlight not only the current status of the animals and their habitat, but also the successful efforts of an artist (Carl Akeley) to preserve and protect vanishing wildlife through his creation of the gorilla diorama and his campaigning for their protection in the wild.
Steve will also prepare for a public exhibit within the American Museum of Natural History featuring work resulting from the expedition and highlighting the historical nature of the museum diorama and its role in preservation efforts on behalf of the Mountain Gorillas.

redpajama_set_name: RedPajamaCommonCrawl


text:
Alain Peltier, né le , est un pilote automobile belge, essentiellement sur voitures de tourisme et Sport-prototypes en circuits.

Sa carrière s'est déroulée entre 1971 et 1983, roulant le plus souvent sur BMW (mais aussi March en 1973, Porsche en 1977, et Chevrolet Camaro en 1979).

Palmarès

Titres
 Championnat d'Europe FIA des voitures de tourisme sur BMW 3.0 CSL en 1975 (coéquipier l'Allemand Siegfried Müller Sr. pour le Team Faltz-Alpina Essen, et BMW Champion d'Europe de division 2);
 Champion de Belgique des voitures de tourisme sur BMW 3.0 CSL en 1974, et sur Alfa Romeo Alfetta GTV6 en 1982 en Groupe A;
 Vice-champion d'Europe FIA des voitures de tourisme en 1974 (Team Précision Liegeoise Belgium).

Victoires notables
 4 Heures de Monza en 1974 et 1975;
  de Vallelunga en 1974;
 24 Heures de Spa en 1974 ( en 1978);
 GP de Brno en 1975;
 6 Heures d'Hockenheim en 1977.

(Nota Bene: il a également participé aux 24 Heures du Mans 1976 avec un autre champion d'Europe ETCC, Dieter Quester)

Liens externes
  Alain Peltier sur Driverdb;
  Alain Peltier sur RacingSportsCars.

Pilote automobile belge
Pilote des 24 Heures du Mans
Naissance en novembre 1948
Naissance à Liège
Vainqueur des 24 Heures de Spa
Décès en janvier 2005
Décès à 56 ans


TRITON Treatments have been developed to fix specific problems commonly faced by aquarists. Unlike many products on the market TRITON Treatments are quality controlled and free from contamination by unwanted/unknown elements.
To find your local TRITON stockist click here.


France's jobless figure went up for a second consecutive month in June, rising by 1.3 percent to 2.7 million. The new figure is up 1.5 percent on the same period last year.
The rate was up for all age groups, with the biggest rise among older people, aged 50 and above, 2 percent. The rate for the under-25s was up by 1.4 percent.
"The bad figures for May and June mean we need to implement as quickly as possible the measures adopted by parliament at the start of July," said employment minister Xavier Bertrand on Wednesday.
He pointed to measures including new apprenticeships for young people and a guarantee that anyone made redundant will get 98 percent of their net salary for one year.


Dr. Richard Roberts, professor of Counseling and Higher Education and department chair, currently serves as the coordinator for the graduate programs in school and clinical counseling and college student affairs. The graduate programs offer a Master of Science in School or Clinical Counseling and a Master of Science in College Student Affairs, the MS in College Student Affairs also offers an online option in Higher Education and Community College.
Dr. Roberts' research interests include counseling ethics, treatment planning and Native American issues. He received his doctorate from the State University of Texas in 1991.
Admission to the graduate program in counseling or college student affairs requires an application to the Graduate School as well as an additional application to the Department of Counseling and Higher Education. Please contact Dr. Roberts or visit the program's website for program admission criteria.
EIU 360: The Perfect Fit from Eastern Illinois University on Vimeo.


text:
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