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It's no guarantee of success, but Smart's Dawgs are winning the offseason
Georgia head coach Kirby Smart has spent the offseason making bold moves that should help his program's odds in the fall.
Hyosub Shin/AJC
Bill King, guest contributor
@junkyardbillk
Aside from the usual hiccup of a few star players leaving early for the NFL draft, and, more recently, seeing a player arrest, Kirby Smart's Dawgs are having the kind of offseason that most programs generally only dream about.
Since the season ended with a Sugar Bowl win, Georgia has seen the addition of the highly regarded Todd Monken as offensive coordinator, hinting at (promising?) the sort of more wide-open approach that was missing too much of the time last season.
Combine that with the arrival of an experienced transfer quarterback in Jamie Newman, who looks like much more of a dual threat than the departed Jake Fromm, and the signing of the nation's No. 1 ranked recruiting class (for the second time in three years), and you'd already consider it a pretty awesome winter in Athens.
But, wait, there's more!
Georgia shocked the college football world by luring fabled Alabama strength coach Scott Cochran to Athens. (Alyssa Pointer/AJC)
This week, Smart set the college football world abuzz by getting the second most recognized football staffer in Tuscaloosa, head strength and conditioning coach Scott Cochran, to leave the Crimson Tide after 13 seasons for Athens, by offering him what Nick Saban wasn't willing to give him: the sort of on-field coaching position that eventually might lead to a head-coaching job.
Now, let's be honest, the media optics on the Cochran-to-UGA move are a lot more impactful than him actually joining Smart's coaching staff is likely to prove. The ebullient New Orleans native, two-time National Strength Coach of the Year, managed to become something of a celebrity in an off-field role at Alabama, even starring in one of Saban's bank commercials.
Cochran, who didn't play football and never has had an on-field coaching job before, will become Georgia's new special teams coach. On the plus side, that will put his infectiously upbeat go-go personality in contact with just about every area of the team, and no doubt will see the Dawgs' special teamers going the extra mile.
Cochran, a close friend of Smart in their days together on Saban's staff at Bama, also will be able to apply his rah-rah thing to Georgia's already highly effective recruiting.
His lack of experience in an on-field coaching position (special teams or anything else) will be compensated for, in part, by him being able to rely on the off-field special teams analysts UGA already has in place.
Yes, when it comes to coaching the special teams players, especially the kickers, I'd much rather have someone who knows kicking inside and out in charge (like, say, Kevin Butler, who as an middle-aged student assistant was Rodrigo Blankenship's mentor his first couple of years). That's especially true considering the Dawgs will have a new placekicker this year.
UGA fans are excited to have former Wake Forest quarterback Jamie Newman in Athens. (Adam Hunger/Getty Images)
Still, Smart's raid on Saban's staff, taking away someone who'd been a part of St. Nick's six national championships, has to count as what ESPN's Kirk Herbstreit called "a SIGNIFICANT loss for Bama and ridiculous coup by Kirby and UGA!" Added Herbstreit: "Is this the first sign of a 'changing of the guard' in the SEC???"
A bit hyperbolic, but, as a more restrained Gary Danielson of CBS Sports said, "It's a good, strong, aggressive move. Kirby is again letting everyone know that his goal is to take down the top. He's only got one goal: Plant the flag at the top of the mountain, and whoever he's got to climb over it doesn't matter."
Basically, at the very least, Cochran leaving Bama for UGA is addition by subtraction. Even if he doesn't prove to be the game's greatest special teams coach, he'll no longer be a part of the Bama staff that turns out incredibly well-conditioned players who tend to dominate fourth quarters. And, in the SEC, Bama's loss is everyone else's gain.
(When you hear Bama loyalists complaining conspiratorially about the timing of Smart's hiring of Cochran, right in the middle of offseason conditioning, you know the Tide program has suffered a real blow.)
So, with Georgia adding a new offensive guru with a more wide-open reputation, returning almost all of a defense that already was one the best in the country, bringing in more 5-star talent, and now prying away a key member of Bama's staff, it's no wonder fans are getting a lot more excited than you generally might expect for a "rebuilding" (or, now, really, "reloading") season.
No, all that top-rated talent is no guarantee of success on the field come fall, and Georgia's already learned the hard way that a No. 1 recruiting class doesn't necessarily produce even a shot at a national championship. As Smart himself noted a couple of years ago, "I'd trade that No. 1 [recruiting] ranking for the last No. 1 ranking in the college football poll."
So far, Smart's elite recruiting has resulted in Georgia finishing No. 2, No. 7 and No. 4 the past three seasons — not bad, but not what UGA is really after.
Still, as long as the Dawgs are pulling in Top 3 recruiting classes (as they have for Smart's entire run in Athens), Georgia is going to remain in the College Football Playoff conversation (which means they'll be considered a national title contender just about every year).
Richard LeCounte and the Dawgs face Alabama again in the third week of the season. (Hyosub Shin/AJC)
It's one reason many college football observers don't think that the Dawgs losing most of their starting offensive line, as well as their top two running backs from last season, will be the sort of insurmountable obstacle that it might be for other programs. Behind those departing starters was a lot of talent, and the latest signing class will add even more prospects who could work their way into considerable playing time.
Add an upgrading of the wide receiver corps (last year's Achilles heel for the Bulldogs) and you don't find anyone writing off the 2020 Dawgs (except for the usual trash talkers in the state of Florida).
In the end, though, even a multitude of offseason "victories" won't really matter if the Dawgs don't get it done come September — particularly the third week of the season, when Smart and Cochran will return to Tuscaloosa to take on their former boss.
It will be a monumental early season challenge, but Bulldog Nation is hopeful that the conclusion of that game sees Cochran erupting in his trademark "Yeah! Yeahh!! Yeahhh!!!"
Let me hear from you!
I'll be answering Junkyard Mail next time, so, if you have any comments or questions on any UGA sports topic, please email me at junkyardblawg@gmail.com.
NEXT WATCH: Anthony Edwards amazes former NBA coach Eric Musselman, Tom Crean
Dawgs fans' optimism is running high, despite question marks
Dawgs fans, spare me the grousing about New Year's bowls that aren't a semifinal
Dawgs football: What to make of a season that almost wasn't
Dawgs avoid Missouri 'trap,' giving us a glimpse of a very bright future
Explosive Dawgs look to the future in romp over struggling Gamecocks
Jonathan Jefferson
Douglas County, Class of '21
Douglasville, Georgia


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And Finally Beef Of The Week Business News Live Business
Beef Of The Week #367: Hope & Glory Festival v Getting Any Work Done
By Chris Cooke | Published on Friday 11 August 2017
For those who attended day one of new Liverpool festival Hope & Glory most memories will probably involve standing in a queue. But for those of us watching from the outside in the failed event will mainly be recalled in the form of a Twitter feed that continued to entertain even as day two of the shindig was abruptly cancelled. So much so, it all became rather distracting as the week went on. And some of us had work to do.
Plenty of column inches have been dedicated to how day one of Hope & Glory turned out. The festival's city centre site opened late and queues up to the event's single entrance were lengthy throughout, even though security measures at the gate were seemingly very modest indeed. Once inside the compound, festival-goers faced further lengthy queues if they wanted to buy food and drink, or go to the toilet.
Ticket-holders have criticised both the number of bars and toilets offered and the positioning of said facilities, which meant queues collided and merged, and dangerous bottlenecks occurred as people tried to move around the site. Bad sign-posting may have also contributed to the problems, with many saying that the urinals in particular were hard to find further lengthening the queues at the other toilets. Though given reports the urinals started overflowing, perhaps that was a good thing.
Meanwhile on stage, the late opening meant few artists were playing in their advertised slots, while some acts had their sets cut short. Charlotte Church's set was cut so short she was given no time at all, instead relocating to a much less chaotic Liverpool club venue to play to those who had given up on the Hope & Glory debacle entirely.
But it was online – rather than on the ground – that Hope & Glory ensured its place in music festival history. Albeit for all the wrong reasons. The event's digital channels went very quiet as the festival fell apart on Saturday, just as real time information about ever changing set times would have been really useful, as would statements on the rumour that the event's gates had now been closed due to overcrowding.
But on Sunday things got lively. First, the second day of the festival was officially cancelled with a three word statement that read "no festival today". Then the personal email address of a production manager was posted on Facebook, with organisers saying that all the problems the previous day were his fault for not finishing site set up on time and for failing to build a bridge that would have overcome the bottleneck issue.
And it sort of went downhill from there, as the festival's official Twitter feed first complained about all the negative feedback the event had been getting online, then hit out at Tim Booth from Saturday headliners James for having the nerve to acknowledge what a shambles day one had been, and then started sparring with angry ticket holders. What was entirely missing was an apology and a statement about ticket refunds.
But so bad was the festival's official response to its own collapse, it soon reached 'so bad it's good' territory, making the #hopeandgloryfestival hashtag on Twitter compelling reading, as tweets went back and forth between organisers and angry ticket holders. Though if the tweets were distracting on Sunday, they were nothing compared to the two big developments on Monday.
First came the comedically long official statement from the Hope & Glory company which did, at least, apologise to punters. Before accepting responsibility for the debacle, and then immediately blaming everything on the production manager whose email address had been published the previous day and certain officials at Liverpool City Council.
Meanwhile, in amongst all the blame shifting, was a particularly bizarre section discussing what had happened to food and drink that had been bought for Sunday's artist riders. A council official had donated the food to charity, while no one seemed certain about what had happened to all the booze. This was an outrage, the Hope & Glory statement exclaimed, which it might have been, though it was hardly relevant to the thousands of ticket holders who had only really showed up at the festival's Facebook page for an update on refunds.
As everyone digested the comedy statement, it was confirmed that festival chief Lee O'Hanlon had agreed to appear on Iain Lee's late night phone in show on Talk Radio to discuss the debacle. Which seemed like an admirable thing to do, though risky in PR terms.
And while – as the Talk Radio DJ got more over the top with his demands to know "where's the money gone!" – it was actually possible to feel a little sympathy for the beleaguered Hope & Glory boss, there was little sympathy for the promoter online as the radio interview aired, and got replayed on-demand the next day.
Possibly because the social media conversation was being led by those who had actually bought tickets and who were understandably pissed off that all the messaging around refunds was very confused – with the promoter saying "speak to your ticket agent", and the ticketing firms telling customers they really needed to talk to the promoter.
Back on Twitter, O'Hanlon was now answering questions on the festival's official feed, insisting that Sunday's flippant tweets had been written by a junior member of staff.
The now generally apologetic tone of the Hope & Glory Twitter feed was a definite improvement, though back on the #hopeandgloryfestival hashtag – which was still proving pretty distracting – there were mainly two kinds of tweets: those mocking O'Hanlon and his Monday essay on missing foodstuffs, and those repeating Iain Lee's mantra of "where's the money gone!"
Further statements on refunds from the Hope & Glory company were promised, though as the week reached its conclusion the festival's official social media channels suspiciously fell off the internet. But back on the hashtag feed good news at last as the two companies that had powered ticketing on the festival's own website – Eventbrite and Skiddle – both announced they were instigating refunds out of their own pockets, the status of the ticketing monies already handed over to the Hope & Glory company remaining unknown.
Further squabbling and probably litigation are now anticipated. But either way, I think it's fair to say that – while the inaugural Hope & Glory festival will be the only ever Hope & Glory festival – the shambolic event will nevertheless be recalled aplenty whenever people talk about how not to handle crisis communications. Though, to be fair, while there was very little glory to be had at the Hope & Glory festival itself, following the subsequent fallout online has been glorious.
READ MORE ABOUT: Eventbrite | Hope & Glory Festival | James | Tim Booth

redpajama_set_name: RedPajamaCommonCrawl


How many of us have organised a last-minute visit to this island because of it being a neighboring escape? Aegina's close proximity to Athens and its authentic island life are enough for this small land to have its own loyal fans.
Imagine the freedom escaping the city's heat and everyday stress when the ferry blows its horns and the Saronic winds hit your face; yet 50 minutes later you have arrived on an island with its own distinct history, ready to enjoy your little escape.
Let's hear more about this gem in Greece from Elina Argyri, the Founder of WeLoveAegina.com, a portal where travelers can find all necessary information about the island, from hotel suggestions to cultural activities. It's interesting to highlight that Elina was not born in Aegina; although she did spend all her summers there with her family, made friends along the way, laughed, fell in love and explored nature.
You don't have to be a local to love a place; You just have to create memories. Then, it kind of becomes yours.
"I have spent all my summers in Aegina. All my carefree periods, when all feelings were intense; love, friendship, family bonding, happiness, freedom. I was not born in Aegina but does it really matter? My grandfather built a house in Aeginitissa, back in the 60's and it soon became our family's meeting point".
Elina has spent precious moments on the island and made lifetime memories. As she was growing up she realized this gem on the Saronic Gulf has so many things to offer, besides a summer vacation. "There is so much history here. Ancient temples, monasteries, museums, local festivals, charming little villages, and beautiful resorts. The island has so many things to show! This is how We LoveAegina began; it aims to properly re-introduce Aegina to Greeks and people from all over the world".
Elina already covered the next part of our discussion; what makes Aegina so special? It's so easily accessible from Athens and the ticket prices are at such low cost. Moreover, it covers all kinds of travelers; the adventurers, as it has many hiking options and beautiful nature to explore, the culture and history lovers, due to its rich history, the architectural monuments and museums, the ones who love water activities, the young travelers who need a vibrant nightlife and of course it's ideal for families.
"It literally has something for everyone".
Aegina is an all-year destination and breaks the belief that islands are only for the summer period.
"Aegina is an ideal place to relax, to spend a few days away from the busy everyday city life. You will also find many restaurants and cafes open during winter and autumn; people gather around a fireplace, enjoying food together".
Digging Elina's blog, I discovered so many reasons why someone should visit the island all year long. Aegina has its own Easter customs, during Christmas, there are various kids' activities and in autumn you can explore the island without the summer heat!
Travelers will find any kind of useful information about the island in both English and Greek. People can book their ferry tickets, accommodation and they will also find details on everything they would like to do; from activities and festivals info to the best places to eat and have drinks or coffee. Lastly, the portal has gathered all useful phone numbers from local authorities and under the category Blog, you can read interesting stories about the island, written from locals or from people who have lived on the island.
For the meat lovers, FouFou at the main town is the option and for the ones seeking home-made traditional food, then head to Babis.
You can find more food options here.
There are various accommodation options for travelers, depending on what you are after. The main town is always a good option, Vagia is a charming quiet village, whilst Agia Marina, Perdika and Souvala are organized tourist resorts. You can find all types of accommodation here.
If you only have a few days ahead, what should you do? Elina narrows it down and suggests her personal favorites.
Aphea Temple, the most important monument on the island. It ages back to 500 BC, which along with the Parthenon and the Temple of Poseidon at Sounion form the Sacred Triangle of antiquity.
Enjoy local fresh fish at one of the many tavernas offering beautiful sea views.
Enjoy the breathtaking island's sunset and experience this unique light of Aegina.
Watch a movie in one of the summer movie theatres.
Get advice from the portal on which are the best beaches to visit according to your needs and taste.
Aegina stole Elina's heart and we are sure it's going to do the same to you!


Camp KO has expanded its offerings and now offers classes all year long!
Come EXPLORE something new, EMBRACE your passion, EXPERIENCE the joy of mastery.
For the past six years, Camp KO has offered experiences in sports, arts, and academics that meet the needs of our young chefs, writers, coders, athletes, artists, and more. Camp KO opens the minds of the curious in a safe, supportive high reward environment. We welcome students in grades 4-12 the opportunity to take a leap and explore new interests or hone your skills. We look forward to welcoming you (back) this year!
Our state-of-the-art, fully air-conditioned, Kingswood Oxford Field House, will be the site for morning and afternoon fitness classes as well as our tennis program and other indoor athletic needs.
Need a little extra time? Camp KO offers before care from 7:30-8:30am and after care from 4:30-5:30pm.


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Arrentès-de-Corcieux è un comune francese di 171 abitanti situato nel dipartimento dei Vosgi nella regione del Grand Est.

Società

Evoluzione demografica

Note

Altri progetti

Arrentes-de-Corcieux

redpajama_set_name: RedPajamaWikipedia


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Posts for August, 2014
IlluXcon Arriving Soon to Allentown Museum
IlluXcon, a five day event held at the Allentown Museum, is the world's largest exhibition of imaginative realist art. Featuring over 150 artists and well over 1000 original pieces of artwork, the show is a visual feast for all fans of imaginative painting.
The show opens September 17 and runs through September 21. Tickets for the full 5-day event or single day tickets for Saturday/Sunday ONLY are available.
To get tickets, please click here.
Petals and Thorns by Eric Velhagen
Congratulations to ARC Living Artist™ Clark Gussin
ARC would like to congratulate ARC Living Artist™ Clark Gussin for winning Best in Show for his painting "The Whopper" in the 58th Juried Exhibition at the Haggin Museum in Stockton, California.
The Whopper by Clark Gussin
Clark said about his painting, "When it is branding time, ranchers get together and help each other out. … It is not long before all the wild stories, gossip, and jokes (whoppers) start flying. The scene in the painting depicts when the punch line was delivered with a resounding thud…"
The show runs through September 28, 2014.
Congratulations to ARC Living Artist™ Sivananda Nyayapathi
ARC would like to congratulate ARC Living Artist™ Sivananda Nyayapathi for winning first place in the 2014 Summer Juried Exhibition of the Portrait Society of Atlanta for his portrait "Adithi".
The Portrait Society of Atlanta is a non-profit organization of portrait artists whose main purpose is to educate the public to a greater awareness of the portrait as a valid and valuable art form.
Adithi by Sivananda Nyayapathi
To see more of Sivananda's work, please click here.
54th Annual Art and Animal Tour
Red Crown 5 by Debbie Stevens The Society of Animal Artists, an ARC Allied Organization™, focuses on capturing wild and domestic creatures in art on land, sea and air. In their mission to promote artistic excellence in the portrayal of animals, the SAA aims to broaden appreciation for the natural world.
This exhibit will be travelling around the country after the Colorado premier.
The Wildlife Experience - 10035 Peoria Street - Parker, CO 80134
ARC 2014 Scholarship Competition Results
The Art Renewal Center is very pleased to announce the winners of the 2014 Annual Scholarship Competition.
For 14 years now, the ARC Scholarship Fund has awarded scholarships to some of the most talented emerging realist artists in the world and helped them continue their studies at ARC Approved Ateliers and Schools. We are proud to have been able to provide over $280,000 to date, enabling us to support an ever-growing number of students and the institutions they attend.
To see the winners, please click here.
To donate to ARC to help fund its
charitable causes, click here.
Sophia by Ione Hunter Gordon
First Place 2014 Scholarship Winner
John Ruskin: Artist and Observer
John Ruskin is primarily remembered as Victorian Britain's leading art critic and the champion of Turner and the Pre-Raphaelite Brotherhood. Less well known is that Ruskin was an outstanding artist in his own right.
His exquisitely detailed drawings and watercolors were the result of an intense and passionate artistic impulse. This landmark exhibition, for the first time, provides a comprehensive overview of Ruskin's extraordinary artistic output.
July 4 - September 28, 2014
Scottish National Portrait Gallery - 1 Queen Street, Edinburgh, EH2
To view more about this and other exhibitions, please click here.
PleinAir Competition Winners
This is Australia by John Mccartin In the spirit of the French Salon created by the Académie des Beaux-Arts in Paris, this annual competition, with bi-monthly contests leading to annual Salon Grand Prize winners, is designed to stimulate artistic growth.
The winners of each bi-monthly contest are featured in the enewsletter, Plein Air Today, and profiled on OutdoorPainter.com.
To see the current winners, click here.
New ARC Allied Organization
The Guild of Boston Artists is a non-profit association of painters and sculptors whose purpose is to promote, nurture and encourage traditional art adhering to the highest standards of quality and presentation. Since its founding in 1914, the Guild has sought to provide a center for the interchange of ideas between artists and the community.
To learn more about our allied organizations, please click here.
Reflection by Anita I. Johnson
ARC Scholarship Competition News
We will be announcing the results of the 14th Annual ARC Scholarship competition on Monday, August 25, 2014 at 12:00 p.m. est.
We hope that all of our ARC viewers will visit the site to see the work of these talented students!
Artists and Alumni of Studio Incamminati Exhibition and Sale at the Comcast Center
Starting on August 25, 2014, the artists and alumni of Studio Incamminati will be exhibiting and selling artwork at the Art Center at The Market and Shops at Comcast Center in Philadelphia, PA.
At a special Oct. 14 event, artists and alumni from the school will be on hand to discuss their individual pieces and the burgeoning representational art movement.
For more information, please visit our Events page.
Did You Ever Kill Anybody Father? Epoch Times
"Although Social Realist painters emerged in countries throughout America and Europe at the time, each with their own distinguishing factors, in England, Frank Holl was very prominent for this type of work. In his painting of Did You Ever Kill Anybody Father?, the artist depicts a strong psychological study of his daughter, Nina. The expression on her face is both inquisitive and fearful, having reached an age at which she begins to understand the realities of life and death." - Kara Lysandra Ross
To read the full article and to share with your friends on Facebook, click here.
Did You Ever Kill Anybody Father?
by Frank Holl
DVI Educator's Workshop at Ani Art Academy
February 22-23, 2015 at the Ani Art Academy Waichulis
Bear Creek Twp., PA
This two-day workshop will explore several aspects of visual perception and language development to uncover an incredibly efficient method for introducing meaningful visual literacy development into the classroom. By looking to new scientific insights offered by Neuroaesthetics and Darwinian theories of beauty, we can revolutionize art education by better understanding what is meant by "the art experience".
"Learning to 'design' is learning to see, an adventure that gets more and more captivating the further you go." - by Oliver Reichenstein.
Spaces are limited, to reserve one now, click here.
New Additions and Updated Gallery
Rainbow by Aivazovsky We are pleased to announce that we have recently updated the Aivazovsky gallery on ARC.
To view the gallery, please click here.
To view all new additions to the ARC museum, click here.
Dürer's Women Exhibition
Running through September 21st, Dürer's Women features over fifty of works from the Cleveland Museum of Art's distinguished collection of Dürer's prints and considers the artist's multivalent depictions of women over the course of his career. Exploring such themes as love, temptation, and power, this exhibition juxtaposes his more traditional religious imagery of the Madonna and saints with his more complex and ambiguous secular depictions of women.
Cleveland Museum of Art - 1150 East Boulevard, Cleveland, Ohio 44106
To view more about this and other exhibits, please click here.
The Virgin with the Infant Christ
and Saint Anne by Dürer
Ani Art Academies Drawings Show
Several artists from the ARC Approved™ Ani Art Academies will be exhibiting at the John Pence Gallery.
"Drawings are at once the heartbeat, the bones, the musculature, and the spirit of all art. Drawings constitute a unique language for each artist, and the viewer is privileged to glimpse the skeletal elements of the art process first-hand. Drawings are personal: they reveal, they are intended as notes, they are a means to an end, and they represent the embryo of genius, the moment of an artist's truth." - John Pence
August 14 - September 26, 2014
The John Pence Gallery - 750 Post Street, San Francisco, CA 94109
Opening Reception: August 14, 2014 6-8pm
To view more about this and other events, please click here.
Of Heaven and Earth: 500 Years of Italian Painting from Glasgow Museums
With works by some of the greatest names in European art, the show entitled, Of Heaven and Earth: 500 Years of Italian Painting from Glasgow Museums, examines the thematic and stylistic developments in Italian art, from the religious paintings of the late Middle Ages and Renaissance to the secular neoclassical and genre paintings of the nineteenth century.
The exhibition's summer 2014 stop at the Allentown Art Museum is its only appearance on the East Coast.
Salome with the Head of St John the Baptist by Carlo Dolci
Allentown Art Museum - 31 North Fifth Street Allentown, PA 18101
New Artist Biography and Images added
Portrait of Maria Elisabeth Theresia (Elise) Schwartze-Herrmann with her grandchildren Letty and Lizzy Ansingh by Thérèse Schwartze ARC is pleased to announce the addition of new biographical information as well as new images by 19th century Dutch female artist, Thérèse Schwartze.
The Amsterdam painter Thérèse Schwartze (1851-1918) was a celebrated portraitist in her time, who combined great technical expertise with a superb head for business. She produced likenesses of the 19th-century Dutch beau monde and members of the royal family in a flamboyant, decidedly un-Dutch style that made her a millionaire. She established an international reputation, with countless exhibitions and commissions throughout Europe and the United States.
To read more, please click here.
Opportunity to Study with Max Ginsburg
ARC Living Master™ Max Ginsburg will be conducting a 5 day traditional realist oil painting from life workshop from his Personal Skylight studio located in Long Island City, NY.
The workshop runs October 13-17, Monday - Friday, 9a.m. - 4p.m.
A limited enrollment of 8 students enables daily critiques of work. Max will demonstrate his technique and after 4p.m. daily, he will discuss the concept, process and development of his large multi-figure paintings, some of which are displayed in the studio.
Pat - Bearded by Max Ginsburg
To view the workshop flyer, click here.
For more information or to register, please contact Maria Amor at 646-705-3833 or email info@salmagundi.org.
Jeremy Lipking wins Prix de West Award
Silence and Sagebrush by Jeremy Lipking Congratulations to ARC Living Master™ Jeremy Lipking for winning the top prize purchase award in the Prix de West Art show held at the National Cowboy and Western Heritage Museum.
The Prix de West competition is the one of the finest art competitions for western art held in the United States.
To view more works by Jeremy Lipking, click here.
DVI Sponsored Skill-Based Teacher Retreats for State Boards of Art Education
The Da Vinci Initiative is working with the State Art Education Associations, Boards of Art Education in the 50 states, to set up three DVI-sponsored skill-based retreats each year. For the 2014-2015 school year we are pleased to announce that the Washington, New Hampshire, and Wyoming Art Education Associations will receive free skill-based teacher retreats which include a nationally known skill-based artist to teach a workshop, space rental for 2 days, and art supplies. This allows for the State Boards of Art Education to become more familiarized with skill-based techniques like those taught in the ARC Approved Atelier Schools with the mission to help instill similar methods in public and private schools K - 12. Although DVI has a limited number of free retreats to give away, the organization uses their connections with artists to provide opportunities for education associations all over the country.
To donate to the DVI, please click here.
For interested individuals looking to take workshops geared for art teachers K - 12 and to discover an accessible approach to skill-based drawing education, there are limited remaining spaces in the upcoming DVI August workshops. The first workshop will run from 8/4 - 8/8 and the second from 8/11 - 8/15. The courses will be taught by the DVI President, Amanda Hallenius at the Aristides Atelier in Seattle, WA. Both classes qualify for continuing education clock hours.
For more information and to register,
Mona Lisa by Da Vinci


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AFCON 2021: Nigeria's Win, Teachable Moment For Sensible Minds — Oby Ezekwesili
todayJanuary 12, 2022
A former Nigerian Minister of Education, Obiageli Ezekwesili, has congratulated the Nigeria football team, Super Eagles, in their 1-0 win in their match with Egypt.
Nigeria on Tuesday defeated the Pharaohs for the first time in an opening fixture of the African Cup of Nations after losing in 1963 and 2010 editions.
Ezekwesili, who described the victory as a 'sweet win', noted that it was a teachable moment for sensible minds.
She also called on fellow Nigerians to celebrated the "very competent" team for their win.
Taking to her official Twitter page, the former Vice President of the World Bank tweeted, "Let's celebrate the fruit of fielding a competent football team tonight.
"This sweet win by a very competent assemblage of @NGSuperEagles players is definitely a teachable moment for sensible minds. Congratulations folks."
AFCON: Why We Lost Against Nigeria -Egypt Coach, Queiroz
Egypt coach, Carlos Queiroz, has said his team's poor performance in the first half of the Africa Cup of Nations encounter with Nigeria caused Pharaohs' loss. He said this during a post-match interview. According to him, Pharaohs were no where to be found on the pitch in the first half. He said, "The performance in the first half was very poor and this is the truth, we were not on […]


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Kadafi urges massive shake-up
TRIPOLI, LIBYA —
Leader Moammar Kadafi on Saturday called on Libyans to endorse his proposal to dismantle the national government and give the country's oil wealth directly to its 5 million people.
Kadafi has urged a sweeping revision of government bureaucracy, saying the whole Cabinet system should be dismantled to free Libyans from corruption and mismanagement. His plan has run into opposition from senior officials, who stand to lose their jobs in a government purge.
"Do not be afraid to take directly the oil money and the responsibility to create the right government structures that further the interests of the people," Kadafi told representatives of the country's Basic People Congresses.
The people's congresses are the backbone of Libya's government structure and function as the country's top executive and legislative bodies. They represent people at district and village levels across the country, and vote on laws and government policy.
But in practice, Kadafi decides on key policy, particularly regarding oil.
The congresses are to meet in the next few days. Saturday was the first time that Kadafi had called on them to back his idea on oil income and government restructuring.
Many Libyans say they have not benefited from rising oil revenue and foreign investment since Libya abandoned prohibited weapons programs in 2003 to end its international isolation. Kadafi estimated the oil revenue to be handed out to Libyan citizens at $32 billion each year.
Kadafi says corruption has become widespread, and that merely reshuffling the Cabinet will not cure it.
How many students cheated to get into USC? A look inside the admissions investigation
Shortly after federal authorities took down a national college admissions scam in March, officials at USC launched their own investigation with emails to dozens of students.


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Is violin harder than piano? – Learn Piano Notes Worksheets For Beginners
A: No, because it also uses a lower tone, so it's not a challenge if you're playing a violin. But a piano is a challenge. Piano is the most difficult instrument.
B: Right. The second most difficult is actually the guitar. The guitar and the trumpet are the only instruments that're very difficult in the classical repertoire. These are really difficult to perform.
Q: So how do you find your passion for the instrument?
A: Well, I had a good family situation. As soon as I left home, I went to the concert halls, and it's so exciting. You go there and there's musicians who have been around the classical world for 50 years, and they're all very similar. It's hard to see a fellow student that is very similar to me, but the experience is very unique.
Q: Right. So the concert halls tend to feel very much like a concert hall?
A: Yes, very much like the concert halls. The main thing when I started doing classical studies was to play the music in a setting that was really different than the real concert hall. I'm really a fan of a concert setting. It's much more relaxing, much more inspiring to listen to the music and try to find ways to play it differently.
Q: Wow, so classical music is different from other music? Is the genre different?
A: Exactly. I had a teacher when I was in high school at a classical music program, which was in the high school, so I was fortunate to have an opportunity to go there. I'd like to say classical music is very different from other music since this is where we're born and raised. When we grow up that's usually the music we're exposed to, or our parents have taught us the music. When you're in kindergarten it's almost like you're in the middle of a movie, but once we started going to a concert hall, it was like the whole orchestra was playing. The music is just incredible.
Q: Did you play the violin as a kid?
A: No. [laughs] My mother used to play the piano. She didn't. It's very strange to learn to play the flute, the oboe, the clarinet, the soprano. They're all different instruments; the flute is different from the flute that you use in music or the piano, and then the soprano is different for
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One day in line for the automatic teller I overheard:[Person 1]: Gee, I don't get it.
[Person 1]: My card wont work.
[Person 2]: Did anything happen to it?
[Person 1]: I don't think so.
.. It wasn't working very well for a while, so I rubbed the strip on the back with a magnet to recharge it.
.. Now it isn't working at all!


How do managers work with digital communication media in international business relationships? Focus group results of managers' experiences of digital media use for relationship building.
In a qualitative study about international business negotiations and personal business relationships carried out a few years ago, results showed that relationship building and maintenance was something that occupied most international negotiators' minds. It was stressed that meeting in person with due frequency was a requirement and that contact was kept in between meetings via telephone and email. However, some unexpected results were found indicating that the respondents experienced problems attached to developing and maintaining business relationships via email and video conferencing.
With this in mind, the author participated in a focus group consisting of seven managers with vast experience of international negotiation, with the purpose of finding out whether digital business communication behavior has changed over the last ten years.
The new results showed that struggling with heavy workloads, the participants welcomed communication technology that could save them a trip or two, but emphasized that for relationship initiation and building, meeting physically is still a requirement. The picture given about emailing was to some extent different compared with the older study, since it was no longer looked upon as a problem but as a part of everyday work. However, it became clear that the (in) formality used in emails was adapted to the stage of development of the business relationship, to the seniority of the counterpart and to his/her cultural background. The participants also discussed their experiences of videoconferencing, stating that after having tried new technology, they had to a large extent returned to traditional telephone conferences, only now those conferences took place via Skype.
In conclusion, the results show that traditional marketing activities and communication media prevail: personal meetings, telephone conferences and emails are the preferred ways of communicating. Digital communication media is used whenever it allows for traditional B2B behavior. All communication, regardless of which medium is used, is adapted to the cultural background and seniority of the recipient, and to the stage of development of the relationship. Most likely, the choice of medium is determined by the preferences of the buying firm.
Within the fields of international business negotiations and B2B marketing, personal selling and personal business relationships to customers has traditionally played a vital role for company success (Cavusgil, Deligonul and Yaprak 2005; Nilsson Molnár 1997; Brosan 2012; Houtari et al. 2015). This was further examined in a study (Torsein 2010) based on 25 in-depth interviews with company owners, executives, area sales managers and export managers employed in Swedish small and medium sized firms. The results indicated that personal relationships are initiated and developed through extensive communication, preferably in person, but with time the relationship can be maintained with the help of other communications media, such as telephone, emailing and videoconferencing. Meeting regularly in person was however still considered a necessity. It was also found that initially, cultural differences may obstruct communication, but with time and maintained frequency in communications, the impact of cultural differences tend to diminish.
The qualitative approach of the study allowed for some unexpected results: Respondents spontaneously described problems associated with maintaining business relationships via email. Although emailing was used in everyday work, respondents stressed the risks for miscommunication leading to unnecessary conflict and time delay. As a tool for initializing a business relationship, email was considered a waste of time: Some respondents clearly stated that they would never consider doing business with anyone they had not first met in person. In fact, any medium available was deemed inferior to a personal meeting, the main reason being that they did not allow for the same richness in the information provided by personal interaction, where the spoken word is complemented by mimics, gestures, tone of voice, milieu, etc.
Since the study described above was carried out, digital communications media has gone through tremendous development, and international and B2B marketers now have a number of different communication media at their disposal. Along with emailing and webpages, marketers now have the opportunity to communicate with customers and consumers via social media, such as Facebook and Linked-in, and videoconferencing can be carried out via platforms such as Skype.
Recent studies within the field of digital B2B communication and marketing tend to focus on B2B use of social media for marketing and relationship building purposes (Habibi et al. 2015; Keinänen and Kuivalainen 2015; Broekemier, Chau and Seshadri 2015; Huotari et al. 2015). These studies emphasize that the interactive qualities of social media, together with the social needs of individuals and the importance of personal relationships within B2B marketing would imply that social media could substantially support relationship building. However, they come to the conclusion that B2B firms are not taking advantage of the full potential of social media, and that B2B firms still rely on traditional marketing and communication tools including personal meetings, telephone calls and emails.
Other studies focus on the role digital channels in general play in B2B marketing (Brosan 2012; Holliman and Rowley 2014; Karjaluoto, Mustonen and Ulkuniemi 2015). These studies affirm that traditional media and marketing tools prevail in the B2B sector. Although social media may be considered a useful tool for relationship development, buyers still tend to rely on websites and emails (Brosan 2012). In fact, social media may not be suitable for B2B relationships when considering company needs for confidentiality and protection of competitive advantage (Karjaluoto, Mustonen and Ulkuniemi 2015). Buyers tend to show less interest in general information available to all, but are more concerned to get information and benefits that may solve their current problems (Keinänen and Kuivalainen 2015). Consequently, any message distributed through digital media should have value for customers, i.e. help them to solve a problem or to help them do something more efficiently (Holliman and Rowley 2014).
The studies suggest several ways to make social media more applicable to B2B firms, including educating employees in social media communication, with the purpose of empowering and encouraging them to be active on social media (Houtari et al. 2015). Factors deemed to impact B2B use of social media marketing included organizational culture and company resources, knowledge and capabilities (Habibi et al. 2015) and private use of social media, colleagues' support, and perceptions of the usability of social media for B2B communication purposes (Keinänen and Kuivalainen 2015) among others.
The recent research within the field presented above show that the authors agree that B2B companies lag behind B2C companies in regards to identifying and grasping the market opportunities associated with digital media, in favor of traditional forms of communication and marketing. In respect to the development of personal relationships with the support of digital communication, whether traditional or not, there is a consistent lack of focus in the presented sources. Consequently, the aim of this paper is to contribute to the understanding of how managers work with digital communication as a means to initiate, develop, and maintain personal business relationships, and whether the advent of digital media has changed how such relationships are built.
In consideration of the aim of this paper, an explorative approach was deemed necessary. By chance, the author was invited to a focus group organized by IUC Väst (Industry Development Centre West), an organization belonging to a nation-wide Swedish network of another 11 similar regional companies, working with development projects and innovation in collaboration with small and medium sized firms.
The focus groups consisted of seven representatives from small and medium sized Swedish companies active within the industrial sector. Their job titles and tasks were similar to those of the group of respondents who had been interviewed for the original study. The aim of the focus group was to discuss personal meetings with customers in relation to new communication technology, addressing questions about whether the conditions for building and maintaining personal business relationships have altered because of developments in communication technology, and whether there are situations where videoconferences can substitute personal meetings.
The focus group session began with the author giving a brief introduction to the topic, and discussion began spontaneously before the introduction was completed. In all, the group discussion lasted for over two hours. The participants proved to share their experiences quite openly and generously, demonstrating both interest and vast knowledge within the field. For instance, examples of communication via digital media with both Swedish and international customers and suppliers were shared.
Apart from participating in the discussion, the author simultaneously took notes, and ended up with a relatively rich material considering the intensity of the discussion. Since the author attended the focus group without the purpose of gathering primary data, IUC Väst and each participant were later asked for their permission to use the material for this paper, to which all agreed.
In the initial phase of the group discussion, the respondents spoke in positive terms of digital communication media and claimed to use it quite a lot in their daily work. All testified to have requiring work positions, and whenever time could be saved with the use of information technology, they experienced relief. However, as the discussion continued, it became clear that quite a limited set of digital media was used. In addition, different media was considered appropriate for different communication purposes, depending on the depth and nature of business relations and cultural background of customers.
In the original study, emailing was claimed to sometimes be a source of misunderstandings and time delays. This picture was not embraced by the focus group participants, who did not consider emailing to be a source of problems but as part of everyday work, and a natural medium for keeping contact and exchanging information with customers. Other media used for these purposes were text messaging via both Skype and mobile phones, and audio conferences, also carried out via Skype. Concerning text messages delivered via mobile phones, the participants stressed that this was only considered appropriate for business relationships that were characterized by a high degree of trust and informality. The use of mobile text messages was considered to be intruding on the other party's privacy, and must be handled with utmost care, the respondents concluded.
Concerning email communication and messaging via Skype, the respondents stated that communication was adapted to the seniority and cultural background of the recipient, and to the degree of trust and informality characterizing the business relationship. In contact with representatives from cultures perceived as more formal than Swedish culture, such as Germans and Chinese, the respondents adhered to a more formal way of expressing themselves. In contrast, when communicating with younger counterparts, coming from more informal cultures such as the Scandinavian cultures and the Netherlands, and when the relationship was characterized by trust and informality, communication was less formal. Under such circumstances, the general view was that the use of emoticons was increasing. In contact with counterparts form more formal cultures, use of emoticons was perceived as inappropriate.
In regards to videoconferencing and the use of Skype, the respondents stated that after trying videoconferencing, they had switched to audio conferences instead, resembling traditional telephone meetings. One respondent admitted that his organization had initially used too much technology, but had soon returned to telephone meetings. The reason mentioned for abandoning videoconferencing was that the technology was insufficient and therefore caused problems and time delays. Technology must work for both parties involved, otherwise it becomes an obstacle rather than a useful communication medium. Another advantage with telephone conferencing stated was the fact that the respondents do not have to dress up, and can participate from home if necessary.
The respondents also brought up e-procurement, which was not appreciated at all, since it does not allow for communication and relationship building. On the other hand, e-fairs or "dating-sites" were mentioned in more positive terms, as traditional fairs were considered somewhat inefficient and time consuming.
Social media was not brought up as a medium for customer communication, save its possibilities for fast image transferal. Sending or receiving a picture of a damaged product was given as an example of when communication of images was more efficient than explaining the problem in words, which could be a complicated and time consuming process regardless of which medium is used.
The respondents agreed that digital communication media were useful for some types of activities and customers, such as monitoring, coordinating activities with distributors, and for maintaining existing relationships. Digital communication media were considered inappropriate for initiating and building new relationships and for exchange of complex information. For these activities, traditional B2B communication methods including physical meetings, personal interaction and selling were considered superior, whereas for relationship initiation and building, meeting physically is still a requirement. This is in accordance with the results of the original study.
Drawing from the results from both the original study and the focus group, along with literature findings within the area, it is clear that marketing and communication tools, media and methods used by B2B firms tend to be quite stable over time. Even though digital media are used on a daily basis, they complement traditional forms of communication in the work of maintaining existing business relationships rather than for creating and developing new ones.
Emailing, which was mentioned both as part of everyday work but also in relation to misunderstandings and time delay in the original study, was not perceived in this way by the participants of the focus group. In the literature, emailing was concluded to be one of the most commonly used digital media (Habibi et al. 2015; Keinänen and Kuivalainen 2015; Broekemier, Chau and Seshadri 2015; Huotari et al. 2015; Brosan 2012; Holliman and Rowley 2014; Karjaluoto, Mustonen and Ulkuniemi 2015), to the extent that it is now classified as a traditional medium. The fact that the focus group participants did not experience any problems, but carefully adapted their email messages in accordance with the cultural background and seniority of the recipient, and to the depth and stage of the relationship, indicates that with extensive use and general acceptance of this communication medium for both selling and buying organizations, general etiquette rules for email behavior may have been developed and become widely used. This is an area that calls for further study.
In the original study, videoconferencing was mentioned in negative terms, and in the literature it was barely mentioned at all. The focus group participants agreed that they preferred audio conferences, which were mainly carried out via Skype. Although a digital medium is used, the communication behavior is that of a traditional telephone conference. Apparently, video transferal technology is not yet satisfactory, and thus deemed inefficient. In this case, digital media allows B2B marketers to carry on with traditional communication behavior, why the participants used Skype quite frequently.
Messaging via Skype or other media, or by mobile phones, was mentioned by the focus group participants as another communication medium used for shorter messages. This communication form was also reserved for developed business relationships with counterparts from more informal cultures, such as Scandinavians and Dutchmen. Text messaging was not mentioned at all in the literature. However, Keinänen and Kuivalainen (2015) stress that private social media use affect professional use of social media, since individuals tend to use the same behavior in both private and professional life. The use of text messaging is most probably an example of this, as the participants highlight the importance of only sending mobile text messages to business contacts where the relationship is well established and characterized by informality, which would allow for a behavior used in private life. Since text messaging as a means for B2B marketing and communication was a neglected area in the literature, it deserves to be further researched.
In line with the original study and with the literature (Brosan 2012; Holliman and Rowley 2014; Karjaluoto, Mustonen and Ulkuniemi 2015), the focus group participants agreed that meeting personally and physically is still the superior B2B marketing tool, since it is the most suitable tool available given the fact that the main objective of B2B marketing activities is to build and maintain business relationships. The participants made it clear that digital media, often used in traditional ways, should only be used for maintaining existing relationships, not for initiating and building new ones. Communication via digital media must be adapted to the stage of development of the relationship. Although many studies stress that social media characteristics should be advantageous for developing business relationships (Habibi et al. 2015; Keinänen and Kuivalainen 2015; Broekemier, Chau and Seshadri 2015; Huotari et al. 2015), they all conclude that these advantages are not fully realized by B2B firms. However, in consideration of the characteristics of industrial markets, where complex deals involving high risk and high value are negotiated over large amounts of time, the need for development of business relationships based on trust becomes obvious (Torsein 2010). In addition, in situations of fierce competition, the need for confidentiality and for the protection of competitive advantage is essential (Karjaluoto, Mustonen and Ulkuniemi 2015). Under such circumstances, traditional forms for communication are the most beneficial, whereas social media, given their characteristics of open access to information, are not. This may be the reason why buying firms tend to be quite uninterested in social media for business relationship purposes (Brosan 2012). As long as the buying firm prefers communication via traditional media and methods, the selling firm must continue to use them.
Traditionally, B2B marketing has relied on personal selling and development of long term business relationships. The aim of this paper is to contribute to the understanding of how managers work with digital communication as a means to initiate, develop, and maintain personal business relationships, and whether the advent of digital media has changed how such relationships are built.
The results show that traditional marketing activities and communication media prevail: personal meetings, telephone conferences and emails are the preferred ways of communicating. When initiating and developing new relations, personal meetings are deemed more appropriate, but when the purpose is to maintain an existing relationship, personal meetings can be complemented by telephone, audio conferences via Skype, and email. Well-developed relationships characterized by informality can be maintained with the help of text messaging. Digital communication media is used whenever it allows for traditional B2B behavior. All communication, regardless of which medium is used, is adapted to the cultural background and seniority of the recipient, and to the stage of development of the relationship. Most likely, the choice of medium is determined by the preferences of the buying firm.
The results of this study are based on a relatively small qualitative material. The results however suggest that B2B marketers select digital communication media that allow them to communicate most efficiently with their customers, and that they adapt their messages to the recipient. Since traditional marketing activities prevail in the B2B market, digital media that support those activities are used.
The author wishes to express her sincere gratitude towards IUC Väst (Industrial Development Centre West) for inviting her to participate in many interesting and rewarding focus groups, and to the focus group participants for allowing her to use their comments as a basis for the empirical findings of this research paper.
 Cavusgil, S. T., Deligonul, S., and Yaprak, A., 2005. International Marketing as a Field of Study: A Critical Assessment of Earlier Development and a Look Forward. In: Journal of International Marketing. 2005, 13(4), pp. 1-27. ISSN 1069-031X.
 Broekemier, G., Chau, N. N., and Seshadri, S., 2015. Social Media Practices Among Small Business-to-Business Enterprises. In: Small Business Institute Journal. 2015, 11(1), pp. 37-48. ISSN 1944-1169.
 Brosan, F., 2012. What works where in B2B digital marketing. In: Journal of Direct, Data and Digital Marketing Practice. 2012, 14(2), pp. 154-159. ISSN 1746-0166.
 Habibi, F., et al., 2015. E-marketing orientation and social media implementation in B2B marketing. In: European Business Review. 2015, 27(6), pp. 638-655. ISSN 0955-534X.
 Holliman, G. and Rowley, J., 2014. Business to business digital content marketing: marketers' perceptions of best practice. In: Journal of Research in Interactive Marketing. 2014, 8(4), pp. 269-293. ISSN 2040-7122.
 Huotari, L., Ulkuniemi, P., Saraniemi, S., and Mäläskä, M., 2015. Analysis of content creation in social media by B2B companies. In: Journal of Business & Industrial Marketing. 2015, 30(6), pp. 761-770. ISSN 0885-8624.
 Karjaluoto, H., Mustonen, N. and Ulkuniemi, P., 2015. The role of digital channels in industrial marketing communications. In: Journal of Business & Industrial Marketing. 2015, 30(6), pp. 703-710. ISSN 0885-8624.
 Keinänen, H. and Kuivalainen, O., 2015. Antecedents of social media in B2B use in industrial marketing context: customers' view. In: Journal of Business & Industrial Marketing. 2015, 30(6), pp. 711-722. ISSN 0885-8624.
 Nilsson Molnár, M., 1997. Internationella affärsförhandlingar: Svenska affärsmäns erfarenheter av att förhandla med fransmän, japaner och utlandskineser. Göteborg: Kompendiet AB, 1997. ISBN 91-628-2362-0.
 Torsein, E., 2010. International Business Negotiations – Cultural Distance and Adaptation. Gothenburg: BAS Publishing, 2010.
Ako pracujú manažéri s digitálnymi komunikačnými médiami v medzinárodných obchodných vzťahoch? Výsledky focus group o skúsenostiach manažérov s používaním digitálnych médií pri budovaní vzťahov.
V kvalitatívnej štúdii o medzinárodných obchodných rokovaniach a osobných obchodných vzťahoch vypracovanej pred niekoľkými rokmi výsledky ukázali, že budovanie a starostlivosť o vzťahy je niečo, čo zaberá pozornosť väčšiny medzinárodných vyjednávačov. Bolo dokázané, že osobné stretnutia s náležitou frekvenciou opakovania sú vyslovene požiadavkou a že kontakt medzi stretnutiami bol udržiavaný naďalej prostredníctvom telefónu a e-mailu. Avšak objavili sa aj niektoré neočakávané výsledky, ktoré naznačujú, že respondenti mali problémy s rozvíjaním a udržiavaním obchodných vzťahov prostredníctvom e-mailu a videokonferencie.
S ohľadom na túto skutočnosť sa autor zapojil do výskumu s cieľovou skupinou skladajúcou sa zo siedmich vedúcich pracovníkov s bohatými skúsenosťami z prostredia medzinárodného vyjednávania s cieľom zistiť, či sa digitálne správanie v obchodnej komunikácii zmenilo v priebehu posledných desiatich rokov.
Nové výsledky ukázali, že v boji s ťažkým pracovným vyťažením účastníci uvítali komunikačné technológie, ktoré im môžu zachrániť kúsok pracovného času, ale zdôraznili, že pre začatie a budovanie vzťahov je fyzický kontakt stále nevyhnutnosťou. V tomto kontexte je posielanie e-mailov do istej miery odlišné v porovnaní so staršou štúdiou, pretože tento druh komunikácie už nepredstavoval problém, ale bol súčasťou každodennej práce.
Avšak, bolo jasné, že (ne) formalita používaná v e-mailoch bola prispôsobená konkrétnej fázy vývoja obchodného vzťahu, napríklad sa menila v závislosti od veku náprotivku a od kultúrneho zázemia. Účastníci tiež diskutovali o svojich skúsenostiach s videokonferenciami poznamenajúc, že potom, čo si vyskúšali novú technológiu sa museli do značnej miery vrátiť k tradičnej telefónnej konferencii, až teraz sa tieto konferencie uskutočňujú cez Skype.
Záverom možno povedať, že výsledky ukazujú, že tradičné marketingové aktivity a médiá prevládajú: osobné stretnutia, telefónne konferencie a e-maily sú preferované spôsoby komunikácie. Digitálne komunikačné médiá sa používajú vždy, keď je to možné pre tradičné B2B správanie. Všetka komunikácia, bez ohľadu na používané médium, je prispôsobená kultúrnemu pozadiu a seniority príjemcu a hlavne stupňu vývoja vzťahu. S najväčšou pravdepodobnosťou je voľba média daná tým, čo preferuje nakupujúca firma.
Market entry mode choice has been one of the core topics in international business literature. The study contributes to the discussion about predictors for a particular entry mode. The findings, based on the 2013 barometer study among 244 Austrian companies with substantial market presence in CEE markets, reveal that company size, strategic orientation and overall international experience may play a significant role when committing resources and establishing a subsidiary in a country. The evolutionary approach to market entry strategies represented by the Uppsala model may still be valid even when examined on the regional (CEE) level.
There has been a lot written on the evolutionary nature of market entry modes and on factors which influence behaviors of companies when entering a new territory. Firms, as they expand, become experienced new entrants and shall be able to deal with inherent challenges and risks associated with international markets. The Berlin Wall was dismantled during one night 25 years ago and from that perspective the markets of Central Eastern Europe, broadly defined as any country east of Western Europe, were in 2014 anything but new territories for established Western European companies.
The paper is based on a barometer study conducted in 2013 among Upper Austrian companies, for which the region of Central and Eastern Europe has been of business interest. During the times of the world economic crisis in 2008, the companies learned and adapted to new business realities, yet the question remains whether the long established models of market entry held for the region during the difficult times.
First, the paper resorts to the literature review focusing on emergence of international business climate in Eastern Europe and on current research in the area of international market entry modes. A model of market entry is then developed and tested, leading to conclusions and managerial implications.
The region of Central and Eastern Europe (CEE) emerged on the global business map after the fall of the Iron Curtain at the very end of 1980s. 1990s marked significant transitional changes in political, societal as well as business environment in the region and attracted a plethora of international companies, which attempted to gain additional competitive advantages in the rapidly changing and growing CEE markets. From 1998 to 2008, the economic output of the region grew by factor 2.3 with GDP adding cumulative 137% to the base level (WKOOE 2014). A number of marketing opportunities for western firms in CEE were at arms-length, including large, skilled workforce, low wages, population size (Freeman and Reid 2006), and growing consumer appetite.
In 2008 and 2009, however, global economic uncertainty hit Central and Eastern European markets rather severely. The impact of global crisis is estimated to have caused the region's GDP slide by 6.4% (WKOEE 2014). In spite of surpassing the average economic growth of the European Union since then, the GDP growth of CEE markets has been lower than the world average. Corrupt business environment, formerly one of the key concerns for multinational companies when entering the CEE markets (Jansson and Sandberg 2008), has been gradually improving over the years (Transparency International 2014). 19 CEE countries still belong to the upper half of most attractive business destinations worldwide according to the Ease of Doing Business index, eight of them are among the top 30 worldwide, and four score higher than Austria (World Bank 2014).
The entire CEE region has been especially important to the established Western European countries, which share common borders. Austria has served as the entrance to door to Eastern Europe for many global players. It takes less than 400 km to reach five CEE capitals from Vienna (Bratislava, Prague, Budapest, Ljubljana, and Zagreb). Many CEE countries share common history with Austria in politics as well as trade. Between 1989 and 2013, Austria doubled its share of exports to the CEE, representing now around 20% of its overall outward trade. Austria is among the top 3 sources of foreign direct investment in 10 CEE countries and in 4 countries Austria is the largest investor (Slovenia, Croatia, Bosnia, and Serbia). The Austrian Chamber of Commerce estimates that Austrian expansion to the CEE region created domestically around 500.000 additional jobs just between 1989 and 2009 (WKOOE 2014). In Upper Austria, around 40% of all exporting companies feel CEE markets play a vital role in their commercial achievements (WKOEE 2014). It remains a question however, how much the companies were following the established models of international market entry when stepping in the region of CEE back then and how much have they adapted their market entry strategies to this day.
Entering CEE markets has been discussed in recent literature from several perspectives. Freeman and Reid (2006) highlighted several constraints for entering CEE markets, related at large to the "turbulent" and "transitional" business environment (p. 187). Nakos and Brouthers (2002) identified determinants for selecting a certain mode of CEE market entry valid for SMEs. They found that SMEs with more differentiated products show a tendency to prefer equity modes of entry. Firm size and international experience were not identified as significant predictors of SME entry mode choice, arguing that general international experience might not be helpful for rather specific situation of the CEE markets. Bitzenis (2004) underlined the specific role of smaller companies for CEE countries, being more likely to choose markets by geographic proximity and knowledge of the market. Wiesinger and Zehetner (2014) shed more light on main reasons for Austrian companies entering the CEE markets: perceived strategic importance, desire to strengthen competitiveness, employment, and perceived market potential were the key forces behind CEE expansion.
Researchers report that greater levels of corporate foreign direct investment and more active approach to internationalization lead to higher performance levels (Lu and Beamish 2001; Nisar et al. 2012) and positively affects the firm's ability to innovate (Pinho 2007). Early international business literature views foreign market involvement as a gradual or network coordination process (Johanson and Vahlne 1977, 1990; Vahlne and Johanson 2013). Such an approach has been termed the Uppsala internationalization model. For instance, Claver et al. (2007) confirmed that Spanish family owned businesses followed the propositions of the Uppsala model, adding that age, size and generation of the firm may significantly influence the establishment of international strategic alliances. In contrast (or addition to), some later generic approaches to internationalization highlight the importance of transaction costs (e.g. Williamson1986; Beamish and Banks 1987) or location specific factors (Dunning 1993) suggesting that internationalization in general and market entry modes in particular shall be examined on a country or region specific level.
Beyond transaction cost and location specific advantages, there might be other company-specific reasons for international market entry (e.g. Deresky 2000). All factors for international market entry are finally manifested through a particular market entry mode and mark the path of corporate internationalization process. The particular company's pattern of internationalization is highly affected by the degree of similarity between foreign and domestic external and internal factors, the number of foreign countries in which a firm does business, internal or external handling of foreign operations, mode of operations, and the overall impetus for international business (Daniels et al. 2004). Internationalization of a firm can be seen as an evolutionary process heading from risk-conscious exploration of foreign markets to gradually deeper foreign commitments.
Pan and Tse (2000) distinguished between non-equity and equity-deploying entry modes. Among less risky and resource-demanding non-equity forms of entering an international market are indirect and direct exporting, licensing, and franchising (Griffin and Pustay 2013). In contrast, joint-ventures and foreign subsidiaries require larger capital equity-based investments, which are more difficult to handle for less experienced organizations (Daniels et al. 2004). For SMEs, in particular, it can be an effective strategy to form alliances with local partners as a way of overcoming deficiencies in resources and capabilities when entering foreign markets (Lu and Beamish 2001).
As mentioned earlier, there has been a lot written on firms' motivation to internationalize in general and across Central and Eastern Europe in particular. The discussion in literature leads to the assumption that (especially with SMEs) previous experience with international market entries, the size of a company and the time of market entry might play a non-negligible role for market entry mode choice and internationalization performance (Agarwal and Ramaswami 1992), which is why we hypothesize below that company size, company strategy and its previous experience with the CEE region could be predictors of a particular entry mode choice.
Almost by definition, companies with older history and of bigger size hold larger and more developed combinations of various (financial, personnel, material, knowledge) resources (Helfat and Lieberman 2002) and therefore it shall be easier for them to internationalize and overcome the burden of inherent new market entry risks. Especially when initiating an international activity, a firm's size might play a significant role with respect to resources, competencies, investments and risk reduction (Pinho 2007). Katsikeas and Morgan (1994) reported that smaller firms seem to fail more in communication with the international market, have lower degrees of product adaptations and face more exogenous constraints. Firm size can be connected with equity (medium-sized forms) or non-equity entry modes (SMEs) (Osborne 1996).
H1: Company size is linked to a particular entry mode choice.
H2: Company international strategy is linked to a particular entry mode choice.
H3: Previous company international experience in the region is linked to a particular entry mode choice.
The paper is based on the data gathered in a quantitative Barometer Study, which was conducted through personal in-depth interviews with Austrian B2B Marketing and Sales CEE-managers in 2013. In order to gain insights about main issues faced by Austrian businesses in CEE countries, the questionnaire was developed on the basis of existing literature and refined through five expert interviews with international sales managers. The data was collected through computer-assisted telephone interviews. The methodology and other findings from the study have been published elsewhere (e.g. Zehetner and Wiesinger 2008; Wiesinger and Zehetner 2014). However, hypotheses assessed in this paper have not been previously examined. The sampling frame included company listings from various business databases (mainly in Hoppenstedt). A list of 30-100 companies for each country was compiled by selecting Austrian companies with significant activities in at least one of the eight CEE key markets (Poland, Czech Republic, Slovakia, Ukraine, Russia, Hungary, Romania, and Bulgaria).
Quota sampling was used to select interviewees with adequate experience in marketing and sales in the relevant markets, resulting in a determined sample size of 35 companies from each country. In 2007 (not reported here) and again 2013, identified companies were contacted by telephone to identify marketing/sales managers responsible for the selected country markets. The company representatives were provided the questionnaire in advance; therefore, preparation was possible before the actual telephone interview took place. The 2013 barometer yielded 244 completed surveys.
In line with the hypotheses developed above and capitalizing on the Barometer study data, market entry modes for Austrian companies with significant market presence in Central and Eastern Europe were either exporting, licensing/franchising, or their own subsidiary. Such an approach mirrors the Uppsala model as well as other international business literature (Griffin and Pustay 2013; Hill 2013). In this analysis, only subsidiary mode of entry is inquired. Measures of company size vary widely in previous studies (note ), here the study utilizes the scale for a number of employees in the home country (Austria) as a proxy of company size. For measuring international experience, we asked how many markets out of 23 CEE markets were entered on or before 2000 and inquired the overall number of CEE countries, in which respondents' firms are active. In the study, companies were also asked to determine their predominant international strategic direction: threating all international markets as one (global strategy), adapting a strategy to one market and a group of international markets (local strategy), or not having an international strategy at all (domestic strategy). Previous experience is measured by the number of countries in the CEE region, in which the company operates. Means, standard deviations, and correlations are shown in the following tables.
**. Correlation is at 0.01 level significant (two-tailed).
*. Correlation is at 0.05 level significant (two-tailed).
Analysis of correlations shows that with the exception of early CEE market entry all other factors have been significant for the choice of market entry mode. However, early market entry is strongly correlated (0.653) with the number of countries in which the company operated in 2013. When testing the model with three significant factors identified through correlations (number of countries, number of employees at home and strategic orientation), the model is significant at 0.01 level.
Other entry modes need to be examined and statistically verified, however initial outcomes of the statistical analysis have been encouraging. It seems that CEE market entry is not a random task but is linked to the size of the company, its previous international experience measured by the number of countries rather than by the timing of entry, and by the level of strategic adaptation to international markets. Previous international experience in respective markets was also directly named by the respondents as an increasingly important factor for a successful CEE market entry (54 index points in 2013, i.e. plus 12 points in comparison to 2007 barometer study) (anonymized for a review). As both large and medium-sized companies were included in the barometer study, it seems that both core dimensions of the Uppsala internationalization model – increasing geographic coverage and increasing market commitment – have been validated for Austrian companies entering international markets. H1 and H2 were supported, whereas based on the two selected measures of prior international experience, the study found only support for the previous experience measured by the number of countries in the region in which an individual company is active.
The research suffers from obvious sample size, sampling method and analytical apparatus (linear regression, data multicolinearity) limitations related to the particular tool set. Further studies and additional statistical analyses need to be performed to bring the outcomes forward and possibly reach the level of journal article publication. There could even be other significant factors for the market entry mode choice, which our recent study overlooked (for instance the role of cultural distance in entry mode choice – Ahsan and Musteen 2011). Last but not least, having longitudinal data for 2007 available as well and planning for a new barometer study later this year, it may be worth exploring the phenomenon in a longitudinal way.
 See Brouthers and Hennart (2007) for a discussion on the topic.
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 Katsikeas, C. S. and Morgan, E. R., 1994. Differences in perceptions of exporting problems based on firm size and export market experience. In: European Journal of Marketing. 1994, 28(5), pp. 17-35. ISSN 0309-0566.
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 Lu, J. W. and Beamish, W. P., 2001. The internationalization and performance of SMEs. In: Strategic Management Journal. 2001, 22(6/7), pp. 565-586. ISSN 1097-0266.
 Lu, J. W., 2002. Intra- and inter-organizational imitative behavior: institutional influences on Japanese firms' entry mode choice. In: Journal of International Business Studies. 2002, 33(1), pp. 19-37. ISSN 0047-2506.
 Nakos, G. and Brouthers, D. K., 2002. Entry mode choice of SMEs in Central and Eastern Europe. In: Entrepreneurship: Theory and Practice. 2002, 27(1), pp. 47-63. ISSN 1540-6520.
 Nisar, S. et al., 2012. Understanding the motives for SMEs entry choice of international entry mode. In: Marketing Intelligence & Planning. 2012, 30(7), pp. 717-739. ISSN 0263-4503.
 Ojala, A. and Tyrväinen, P., 2006. Business models and market entry mode choice of small software firms. In: Journal of International Entrepreneurship. 2006, 4(2/3), pp. 69-81. ISSN 1570-7385.
 Osborne, K., 1996. The channel integration decision for small‐to medium‐sized manufacturing exporters. In: International Small Business Journal. 1996, 14(3), pp. 40‐49. ISSN 0266-2426.
 Pan, Y. and Tse, K. D., 2000. The hierarchical model of market entry modes. In: Journal of International Business Studies. 2000, 31(4), pp. 535-554. ISSN 0047-2506.
 Pinho, J., 2007. The impact of ownership. Location-specific advantages and managerial characteristics on SME foreign entry mode choices. In: International Marketing Review. 2007, 24(6), pp. 715-734. ISSN 0265-1335.
 Rugman, A. M. and Verbeke, A., 2004. A perspective on regional and global strategies of multinational enterprises. In: Journal of International Business Studies. 2004, 35(1), pp. 3-18. ISSN 0047-2506.
 Svensson, G., 2001. "Glocalization" of business activities: a "glocal strategy" approach. In: Management Decision. 2001, 39(1), pp. 6-18. ISSN 0025-1747.
 Vahlne, J. E. and Johanson, J., 2013. The Uppsala model on evolution of the multinational business enterprise – from internalization to coordination of networks. In: International Marketing Review. 2013, 30(3), pp. 189-210. ISSN 0265-1335.
 Wiesinger, S. and Zehetner, A., 2014. Gaining knowledge from practice: Austrian companies' experiences in entering CEE markets. Conference Proceedings of "Seeking Dealership Excellence Through Research and Training", Ancona, Italy.
 Williamson, O. E., 1986. Economic organization: Firms, markets, and policy control. New York: New York University Press, 1986. ISBN 0814792081.
 WKOOE, 2014. Mittel- und Osteuropa: fact & news. Internal report of the Austrian Chamber of Commerce on CEE 21 Markets (1-16).
 Zehetner, A. and Wiesinger, S., 2008. B2B-marketing and sales strategies in CEE countries – findings from a Barometer Study in Austria. Paper for the FH science day proceedings. Linz, November 6, 2008.
 Zehetner, A., and Wiesinger, S. et al., 2008. Marketing strategies of Austrian B2B-companies in Central and Eastern European countries. Accepted paper for the 21st International Plekhanov conference. Russian economy: problems, achievements and perspectives of international development. Moscow, April 1-4, 2008.
Výber predikčných modelov vstupu na trh bol jednou z hlavných tém v literatúre zameranej na medzinárodné podnikanie. Štúdia prispieva k diskusii o prediktoroch pre jednotlivé modely vstupu. Zistenia, vychádzajúce zo štúdie Barometer Study 2013 medzi 244 rakúskymi spoločnosťami s podstatnou prítomnosťou na trhoch Strednej a Východnej Európy, odhaľujú, že veľkosť firmy, strategická orientácia a celkové medzinárodné skúsenosti môžu hrať významnú úlohu pri získavaní zdrojov a zakladaní dcérskych spoločností v krajine. Evolučný prístup k stratégiám vstup na trh reprezentovaný modelom Uppsala môže byť stále platný, aj keď bol preskúmaný na regionálnej úrovni krajín CEE.


Automatic feeding pan with 6 grills. Automatic control, feeding system for broiler house.
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Charlotte Brentwood: THE VAGABOND VICAR is Now Available in Print!
THE VAGABOND VICAR is Now Available in Print!
It's on sale now on Amazon - see the full list of available retailers on my books page. I'll be adding more as Ingram Spark distributes it to other online stores such as Book Depository.


The working environment is one component of the "Power 2 You" project of EDF Luminus. By aligning the different workplaces to the processes and the needs, the wellbeing of the employees and the performance of the entire organization will be increased. PROCOS Group is member of the transformation team in charge of the workplace strategy and the implementation. The EDF Luminus team members of the Hasselt and Liège office started working in the new concept recently.


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Home Cities Delhi
NGT penalty strong indictment of govt on graft, says Congress
A bench headed by chairperson Justice Adarsh Kumar Goel noted that around 80 per cent of the 300 lakh metric tonnes of legacy waste at the three landfill sites was not remediated.
Published: 14th October 2022 07:50 AM | Last Updated: 14th October 2022 07:50 AM | A+A A-
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NEW DELHI: After the National Green Tribunal (NGT) imposed a Rs 900-crore fine on the Delhi government for improper management of solid municipal waste, the Congress on Thursday termed it a strong indictment of "corruption and inaction" of the Aam Aadmi Party-led dispensation.
Anil Bhardwaj, chairman of the communications department of the Delhi Congress, said the city government and the civic body never bothered to clear the three landfill sites in the national capital Ghazipur, Bhalswa and Okhla. Observing that citizens cannot be faced with an emergency situation due to lack of governance, the NGT directed the Delhi government to pay Rs 900 crore as environmental compensation for improper management of solid municipal waste.
A bench headed by chairperson Justice Adarsh Kumar Goel noted that around 80 per cent of the 300 lakh metric tonnes of legacy waste at the three landfill sites was not remediated. "The Delhi government and the MCD only indulged in verbal battles without doing any constructive work in the past eight years," Bhardwaj alleged. "People living in the surrounding areas have been undergoing terrible suffering, including breathing problems and lung diseases, and their complaints have fallen on deaf ears," he added.
NEW DELHI: After the National Green Tribunal (NGT) imposed a Rs 900-crore fine on the Delhi government for improper management of solid municipal waste, the Congress on Thursday termed it a strong indictment of "corruption and inaction" of the Aam Aadmi Party-led dispensation. Anil Bhardwaj, chairman of the communications department of the Delhi Congress, said the city government and the civic body never bothered to clear the three landfill sites in the national capital Ghazipur, Bhalswa and Okhla. Observing that citizens cannot be faced with an emergency situation due to lack of governance, the NGT directed the Delhi government to pay Rs 900 crore as environmental compensation for improper management of solid municipal waste. A bench headed by chairperson Justice Adarsh Kumar Goel noted that around 80 per cent of the 300 lakh metric tonnes of legacy waste at the three landfill sites was not remediated. "The Delhi government and the MCD only indulged in verbal battles without doing any constructive work in the past eight years," Bhardwaj alleged. "People living in the surrounding areas have been undergoing terrible suffering, including breathing problems and lung diseases, and their complaints have fallen on deaf ears," he added.
NGT Solid muncipal waste Delhi Congress Adarsh Kumar Goel


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