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Introduction to the Major
Visual objects play a central role in the formation of values and beliefs, including the perception of gender, sexuality, ethnicity, race and class.
Students of the history of art and visual culture at UC Santa Cruz investigate complex questions concerning the social, political, economic, religious, and psychological impact of images from the perspective of their producers, users, and viewers. Through attentive historical study and close analysis, students are taught to recognize and assess these systems of value and are introduced to theoretical and methodological frameworks for future research.
Combining HAVC with other programs
The HAVC major is flexible, can be easily completed within 4 years, and works well when combined with other programs offered at UCSC. Many students choose to combine HAVC with other major/minor programs such as Anthropology, Art, Education, History, Psychology, Business and Management Economics, and Classical/Italian Studies.
See the HAVC annual planning guide.
Program Learning Outcomes (PLOs)
Graduates from the History of Art and Visual Culture B.A. program will have demonstrated the following:
PLO 1- Breadth of Cultural Knowledge
Students will be able to demonstrate an appreciation for, and foundation in, visual studies grounded in a range of historical, social, cultural, and ideological perspectives.
PLO 2- Critical Thinking
Students will be able to apply critical thinking skills that will enable them to analyze and solve problems through observation, experience, reflection, interpretation, analysis, evaluation, and/or explanation of visual, material, and historical cultural forms and values. Students will demonstrate critical thinking skills through oral and/or written communication.
PLO 3- Research Proficiency
Students will be able to formulate research questions that expand their knowledge of art and visual culture. Students will be able to apply research methods to answer these questions by consulting the current literature and developing independent results through archival, library, or field research.
PLO 4- Written Communication
Students will be able to present clear visual and historical analysis and interpretation in writing. Students will be able to demonstrate standard writing conventions in visual studies appropriate to purpose and context.
Study and Research Opportunities
• B.A.
• Undergraduate Minor
• Concentration in Curation, Heritage, and Museums
Professor Martin Berger was awarded the Archie K. Davis Fellowship at the National Humanities Center (2015-16) , and was a Lecturer at the Sackler Institute of Advanced Studies, Tel Aviv University (December 2015).
Professor Raoul Birnbaum was named a residential research fellow at the Institute for Advanced Study, in Princeton NJ (2016). He also was a member of a research team at the Los Angeles County Museum of Art (LACMA) that worked for three years on studies of a wide range of 17th-century Chinese paintings; the project culminated in an exhibition at LACMA ("Alternative Dreams," August-December, 2016) and the book 17th-Century Chinese Painting from the Tsao Family Collection, which received the 38th annual George Wittenborn Memorial Book Award.
Professor Carolyn Dean was awarded the Getty Scholars Fellowship at the J. Paul Getty Research Institute, Los Angeles (2016-17), and was named a UCSC Arts Division Dean Eminent Professor (2014-19). Professor Dean and Professor Dana Leibsohn (Smith College) were awarded a two-year Collaborative Research Grant from the American Council of Learned Societies.
Associate Professor Stacy Kamehiro was part of a team of faculty from UCSD, UCSC, UCLA, and UCB that was awarded a University of California Humanities Research Institute grant for the "University of California Pacific Worlds Initiative, 2017-18."
Assistant Professor Albert Narath was the recipient of a Getty Research Institute Postdoctoral Fellowship (2016-17).
Curation, Heritage, and Museums Concentration
How To Declare


Get together for breakfast on the third Friday of each month at the Admiral Baker Clubhouse. We start at 0700 and are usually out of there by 0815. We are going to enjoy a buffet breakfast with a minimum cost structure of $20.00 per person. We're a rather casual group so the uniform of the day is whatever you need to wear for the rest of your day.
What Makes NAVNET Resources different from other transition assistance?
NAVNET Resources Management are all former senior military leaders who have transitioned to highly successful civilian careers and, therefore, have a clear understanding of both employer needs and job candidate search processes.
NAVNET members have extensive technical and managerial experience across the full spectrum of experience levels from journeyman to executive.
Visit the NAVNET website for more information.


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Q: Preventing NullPointerException I was researching on ways to tackle NullPointerExceptions and the three things I found to be most useful were :

*

*Assert statement

*Annotations (@Nonnull, @Nullable)

*Using "?." as null check
Example : if(MyRef != null){
         MyRef.doSomething();
         }
     The above code can be changed to : MyRef?.doSomething();

Please comment on how helpful these three above mentioned strategies are and if there are any more ways to tackle NullPointerExceptions.

redpajama_set_name: RedPajamaStackExchange


比赛项目和奖金:这是美国乒乓球协会认可的二星级正规比赛,有六项赛事:1)公开组-第一名:$3,000,第二名:$1,500 , 3-4名各$500, 5-8名各$200; 2)女子组-前三名为:$800, $400, $200; 3)积分组比赛U-2500; 4) U-2150, 5) U-1800; 6) U-1450.
Tournament Staff: Tournament Director, Robert Mayer ( pong_god@yahoo.com); Tournament Referee, Scott Ryan (IU/CR).
See "Additional event information" section on page 2 for more about membership and eligibility requirements.
Lodging Information: Woodspring Suites (walking distance from the venue) at 5959 W. Sam Houston South Parkway, Houston, TX 77072, $50/night (mention "ping pong"). Contact Tracy at 713-779-4441.
Payment Information: Make checks payable to "Texas Table Tennis Center" and mail to: 5902 Sovereign Dr #A, Houston, TX 77036, or call 713-562-0606 to pay with credit card.


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Smudge In Doomed Polar Explorer's Diary Reveals He Burned His Feces In An Attempt To Survive
By Marco Margaritoff
Jørgen Brønlund's final diary entry has baffled experts for more than a century — until now.
Wikimedia CommonsMembers of the Denmark Expedition to the Northeast Coast of Greenland around 1902-1904: Jørgen Brønlund, Alfred Bertelsen, Ludvig Mylius-Erichsen, Knud Rasmussen, and Harald Moltke.
The death of Inuit explorer Jørgen Brønlund was anything but peaceful. The third to perish during a grueling three-man expedition in his native Greenland, Brønlund's body was found frozen in a cave in 1907.
He had recorded his final moments in a diary, which contained a black smudge that has baffled experts ever since.
According to Ancient Origins, the curious material on the last page of that historic document has finally been identified — providing researchers with unprecedented insight into the explorer's grim final hours. As published in the Archaeometry journal, the smudge was made of "burnt rubber, oils and feces."
Only after extensive analysis of the century-old blemish did the University of Southern Denmark discover the truth: Brønlund had tried to light a petroleum burner with his own waste to stay alive — but died of exposure and exhaustion, nonetheless. According to LiveScience, he was buried at the site in 1908.
University of Southern Denmark/Kaare Lund RasmussenThe black smudge that had baffled researchers for 112 years.
Brønlund had made it farther than his friends before falling victim to the freezing temperatures. Led by Danish ethnologist Ludvig Mylius-Erichsen, the Denmark Expedition to the Northeast Coast of Greenland began in 1906 — and saw the team leader and cartographer Peter Høeg-Hagen die on the ice.
"I reached this place under a waning moon, and cannot go on, because of my frozen feet and the darkness," Brønlund's final diary entry read. "The bodies of the others are in the middle of the fjord."
The polar explorer had made it to a sheltering cave in November 1907, during a desperate dash back to base camp over inland ice. In a tragic twist, Brønlund wasn't too far from his destination when he died. Another expedition the following March found his body.
While the man's frozen corpse was respectfully buried at the same site, his diary was added to the collection at the Royal Library in Copenhagen. As the new study noted, the last page of that document contained "an adherent black spot" that mystified experts for more than a century. So curious were some, that they stole it.
An unnamed researcher removed the diary page in 1993 for purported analysis, according to lead study author Kaare Lund Rasmussen, a professor in the Department of Physics, Chemistry and Pharmacy at the University of Southern Denmark.
The Royal Library of CopenhagenThe final farewell entry Brønlund recorded in his diary while dying in the sheltering cave in November 1907.
"The spot was immediately brought to the National Museum for examination," said Rasmussen. "There was no commercial or otherwise gain for this person. Nowadays, we do not analyze samples without written authorization, but it was entirely different then."
As Rasmussen's study explained, the museum's Natural Science Unit was hampered by technology of the time and couldn't identify the chemical makeup of this smudge. Only now, with modern advances like X-ray fluorescence and plasma mass spectrometry have renewed efforts finally succeeded.
What they found were clear signs of calcium, titanium, and zinc — a trio that didn't match any known rock formations on the expedition's route. When calcite, rutile, and zincite were identified thereafter, it became clear that rubber was present — likely from a burner that the explorer had carried with him.
The research team also detected organic compounds such as lipids, petroleum, and human fecal matter.
"At this time, Brønlund had starved for weeks, was tired beyond his capacity, and he was freezing," the study said. "It is likely that his hands were shaking when he used the matches from the depot to pre-heat and turn on the stove in the small cave."
The Royal Library of CopenhagenBrønlund was buried at the site of his discovery in 1908, while his diary has been added to the Royal Library of Copenhagen.
The stoves in reference metabolized alcohol in order to preheat the liquid before lighting the burner. With no alcohol available at the sheltering cave, Brønlund took to desperate measures — leaving a hint of his desperate efforts smeared in his diary.
For the researchers involved, the find "speaks to the dire circumstances and poor conditions during his last dismal days." What had begun as a quest to chart Greenland's Northeastern territories had ended in Brønlund's realization that the end had come — and one final message for us all.
After learning about the mysterious black smudge in a dead polar explorer's diary, read about how the lost Franklin Expedition to the Arctic ended in cannibalism. Then, learn about three historic explorers who were captivated by mermaid sightings.
Marco Margaritoff
Marco Margaritoff is a Staff Writer at All That's Interesting.
Leaked Reports From Pentagon UFO Task Force Show Silver Cube-Shaped Craft Hovering In The Air
Hundreds Of Black Vultures Invade Pennsylvania Town, Spew Vomit That Smells Like 'Rotting Corpses'

redpajama_set_name: RedPajamaCommonCrawl


Convert a 10×14 storage building into a livable guest house with solar electric power, passive solar space heating, passive solar domestic hot water, shower and a composing toilet.
Keep construction expenses to a minimum and recycle existing resources.
Electricity will be available from three sources: commercial grid, a generator, and solar.
Eight 6 volt Trojan T-105 deep cycle batteries will power an old 2000 watt Trace 2012 inverter. Batteries canl be charged from three sources: (1) commerical grid when available, (2) generator, and (3) two 50 watt solar modules recycled from a previous project. The higher power inverters usually serve two functions: (1) inverting DC power into AC power, and (2) a high capacity battery charger. Switching between the two modes is automatic. With external power available an internal transfer relay switches cabin power from batteries to the external source. Disruption of the external power source will automatically switch the source of cabin power source to the batteries. When external power becomes available again the batteries start another charge cycle and external power is reconnected the cabin.
Multiple sources of heat will be available: (1) a 4000-18000 BTU portable Mister Buddy Indoor Safe Propane Heater ($130), (2) a 5000+ watt portable electric radiator ($39), (3) passive solar heat from two homemade solar hot air collectors. South facing door glass also assists with passive solar heating during clear days. During the summer months awnings will provide shade for all south facing glass.
In the summer months a small one room air conditioner will be used when grid power is available.
A simple solar batch hot water system created from a recycled hot water heater and recycled patio door glass will provide hot water. A backup system powered by propane or electricity will be available.
Another option that I have successfully used was to heat 6 gallons of water (outside) in a propane powered turkey cooker. In about 6 minutes the water was hot enough for a shower. Bringing the warm water inside, the intake from a 12VDC Shurflo pump was dropped into the warm water. The output of the pump was connected to a common kitchen sink sprayer. A plastic stool sitting inside the cattle watering tub provided support while bathing. The process should work just as well in a common stall shower.
Two versions of a composting toilet may be used: a Sunmar NE ($1355) left over from a previous project, or a home built sawdust toilet ($35).
Water drained from the shower and sink will flow into a mulch filled trench as described by Chapter 9, Branched Drain Design, in the book titled Create an Oasis With Greywater by Art Ludwig.


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Small Satellite Market Size to Reach USD 18.30 Billion by 2026; Rising Integration of the Internet of Things (IoT) to Propel Growth, says Fortune Business Insights™
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Pune, Jan. 13, 2020 (GLOBE NEWSWIRE) -- The global Small Satellite Market size expected to reach USD 18.30 Billion by 2026, exhibiting a CAGR of 20.28% during the forecast period. The rising integration of the Internet of Things (IoT) in various industries will boost the Small Satellite Market growth in the forthcoming years. As IoT provides secure and high-availability data services for professional users along with high level of service reliability for active IoT deployments has led to the higher implementation of IoT. Additionally, the connectivity offered by (IoT) in industrial application for machine control & production of satellites will create new opportunities for the market in the foreseeable future.
According to the report, published by Fortune Business Insights, in a report, titled "Global Small Satellite Market Size, Share & Industry Analysis, Type (Mini Satellite, Micro Satellite, and Nano Satellite), By Component (Structure, Payload, Electric Power System, Solar Panel and Antenna Systems, Propulsion Systems, and others), By Application (Communication, Earth Observation, Navigation, Technology Development, and Others), By End User (Commercial, Military, Civil, and Government) and Regional Forecast, 2019-2026" the market size was valued at USD 4.18 Billion in 2018.
To gain more insights into the market with detailed table of content and figures, Click Here: https://www.fortunebusinessinsights.com/industry-reports/small-satellite-market-101917
List of the Major Companies in the Global Small Satellite Market Include:
Sierra Nevada Corporation
Singapore Technologies Engineering Limited
Airbus S.A.S
Space Exploration Technologies Corp. (Space X)
Thales Alenia Space
Millennium Space Systems Inc.
Geooptics Inc.
Oneweb LTD.
Get Sample PDF Brochure: https://www.fortunebusinessinsights.com/enquiry/request-sample-pdf/small-satellite-market-101917
The Small Satellite Market report performs a SWOT analysis and PESTEL study to uncover the stability, limitations, openings, and risks in the small satellite industry. Combining the Small Satellite Market analysis capabilities and knowledge integration with the relevant findings, the report has foretold the robust future growth of the market all told its geographical and merchandise segments. Moreover, it also displays different procedures and strategies, benefactors and dealers working in the market, explores components convincing market development, generation patterns, and following systems. Nonetheless, the figures and topics covered in this report are both all-inclusive and reliable.
Increasing Deployment of 5G Network to Contribute Healthy Growth
The enhancement and improvement in communication networks have presented the pioneering 5G technology, which offers new applications and services through high gigabit speed. After 2G, 3G, and 4G mobile networks, the upgraded 5G network will provide an enhanced range of high-speed broadband services. 5G will have its application in high altitude platform systems (HAPS) and satellite technology. HAPS and satellite systems will be able to deliver high data rates to terrestrial wireless backhaul networks outside major urban as well as suburban areas. These factors together are expected to spur demand for 5G networks, which will, in turn, aid the expansion of the market in the forthcoming years.
Furthermore, the development of smart cities and IoT through the deployment of low-power sensor networks such as 5G will subsequently enable the growth of the market. In addition, high security and robustness of 5G will be used for public safety and during mission-critical services, such as healthcare, smart grids, energy, and power utilities.
Contract Between Lockheed Martin Corporation and the U.S. Air Force to Spur Growth Opportunities
The increasing collaborations between key players and government organizations will bolster the Small Satellite Market growth in the foreseeable future. For instance, Raytheon Company (US) and the U.S. Air Force signed a contract with a valuation of USD 37 million to support anti-jamming efforts for satellite communications. Furthermore, the growing concerns regarding national safety and security will boost the Small Satellite Market trends during the forecast period. For instance, In November 2019, Lockheed Martin Corporation. and the U.S. Air Force Space and Missile Systems Center signed a contract with a valuation of USD 3,300 million for support services on classified military communications satellites.
Moreover, the launch of an orbit surveillance satellite by the Indian Space Research Organisation (ISRO) will boost the Small Satellite Market share in the forthcoming years. For instance, In 2019, the Polar Satellite Launch Vehicle (PSLV) technology used by the Indian Space Research Organisation (ISRO). PSLV C-45 satellite is a low-earth orbit surveillance satellite, mainly launched for military purposes, and helps to monitor the locations of enemy radar sites deep in their territory.
Surge in Satellite Communications to Facilitate Growth in North America
North America was valued at USD 2.57 Billion in 2018 and is predicted to lead the market during the forecast period. The rising adoption of the triband antenna will have a positive impact on the market in North America. Furthermore, the introduction of SKYWAN technology by NASA, a unique hybrid modem which competes with MF-TDMA and DVB-S2X, allowing for real-time transmission with high throughput, the best transport per application will augment healthy growth of the market in the forthcoming years.
Request for Customization https://www.fortunebusinessinsights.com/enquiry/customization/small-satellite-market-101917
Detailed Table of Content:
Definitions and Assumptions
Market Restraints
Key Insights
Key Industry Developments – Key Contracts & Agreements, Mergers, Acquisitions and Partnerships
Latest technological Advancements
Value Chain/Supply Chain Analysis
Global Small Satellite Market Analysis, Insights and Forecast, 2015-2026
Key Findings / Summary
Market Analysis, Insights and Forecast – By Type
Mini Satellite
Micro Satellite
Nano Satellite
Market Analysis, Insights and Forecast – By Component
Solar Panel and Antenna Systems
Market Analysis, Insights and Forecast – By Application
Market Analysis, Insights and Forecast – By End User
Market Analysis, Insights and Forecast – By Region
TOC Continued…!
Order a Single User License Copy: https://www.fortunebusinessinsights.com/checkout-page/101917
Have a Look at Related Reports for Small Satellite Market:
Satellite Payload Market Size, Share & Industry Analysis, By Payload Type (Navigation, Communication, Imaging), By Vehicle Type (Small, Medium, Heavy), By Orbit Type (GEO, LEO, MEO), By End-Use (Commercial, Military) and Regional Forecast, 2019-2026
Space Launch Services Market Size, Share & Industry Analysis, By Payload (Satellite, Stratollite, Cargo, Human Spacecraft, and Testing Probes) By Orbit (LEO, MEO, GEO, and Beyond GEO), By Launch Platform (Land, Air, and Sea), By Vehicle Type (Small Lift Launch Vehicle, Medium-to-Heavy Lift Launch Vehicles), By End User (Commercial, and Military & Government) and Regional Forecast, 2019-2026
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Court appeal tanzania
Eliasi Seif vs Republic () [1985] TZCA 7 (10 July 1985);
Court of Appeal of Tanzania
Law report citations
1984 TLR 244 (TZCA)
Media neutral citation
[1985] TZCA 7
Nyalali, C.J. delivered the following judgment of the court: The appellant, namely Eliasi Seif, was charged and convicted in the High Court at Morogoro for the offence of murder c/s 196 of the Penal D Code and was sentenced to suffer death by hanging. He is aggrieved by the conviction and sentence, hence this appeal to this court. Messrs Mbusa and Mushokorwa, learned Counsel appeared for him in this court, whereas Mr. Kapinga, learned State Attorney represented the respondent Republic.
E On the record of proceedings both before this court and the High Court, the following primary and secondary facts are either common ground or undisputed between the parties: Sometime during the night of 28th September, 1976 in Ibingu village within the Kilosa District of Morogoro Region, F the appellant attacked one James Hamisi with a pounding stick or pestle at the home of one Waziri Hamisi. The said James Hamisi was a brother of the said Waziri Hamisi who happened not to be at his home. Waziri Hamisi's wife, namely one Stahimili, was present when the attack took place. The G appellant is a nephew of both Waziri Hamisi and James Hamisi. One Tengeza Saanane - that is the first prosecution witness (P.W.1), a neighbour and cousin of Waziri Hamisi, heard a woman's cry of protest emanating from his cousin's home and decided to go and see what was happening but the appellant threatened to assault him if he went closer to the scene. The said James Hamisi then H managed to escape for his own safety, The following day, the appellant was apprehended in the same village by the second prosecution witness (P.W.2) and he accompanied the said James Waziri who was carried to Kilosa Government Hospital. While at Kilosa, the appellant as re-arrested by the I police. On the 8th October, 1976, the said James Waziri died at the hospital and a postmortem examination was performed by a government doctor.
With regard to primary and secondary matters which, on the proceedings in this court and the court A below, are in dispute between the parties, it is the prosecution case that the death of the deceased resulted from the appellant's attack and that the appellant intentionally killed him without lawful justification or excuse. On the other hand, it is the contention of the defence that the appellant B attacked the deceased thinking that it was a hyena which had invaded his uncle's home. It is part of the defence case that the appellant's actions and thinking were under the influence of alcohol which he had been drinking for a long time.
The first point for consideration and decision is whether the appellant could have been drunk when C he did what he did. The learned trial judge specifically considered this point in his judgment and stated:
Finally, I will consider whether the accused was so drunk so as to be incapable of forming the intent to kill or to D cause grievous bodily harm. The accused himself has denied that he was so drunk although he had been drinking for a long time, namely from 10 a.m. to 12 midnight. The gentlemen assessors did not find any evidence of drunkenness of such a nature which would have made accused incapable of forming the E prerequisite intent. I do not find any evidence of such drunkenness which made the accused incapable of forming the prerequisite intent. F
This finding of the trial court on the issue of drunkenness has not been challenged on appeal and we see no reason to re-examine it further.
The next point for consideration and decision is whether the appellant mistook the deceased for a G hyena when attacking him. The learned trial judge also specifically considered this point in his judgment and stated:
From the evidence as a whole, I find no difficulty in rejecting the defence story about the hyena being in the H house of Stahimili. This story cannot be possibly true for the following reasons: If the story were true, the accused who had more than one occasion to explain why he had assaulted the deceased would have given this story. ... Secondly, if the story of the accused about the hyena were true, the accused who was represented I would have challenged the witnesses in cross-
A examination when they claimed that he told them that he had beaten the deceased because he though it (sic) was a stranger sleeping with his uncle's wife. Nowhere does the accused allude to the hyena story except when he began giving his defence.
B Mr. Mbusa, learned counsel for the appellant, has submitted in effect that the learned trial judge erred in coming to this conclusion on this point as there was a failure by the prosecution to call Stahimili - that is, the appellant's uncle's wife who was present when the attack took place. He C argues that this failure on the part of the prosecution gives rise to an adverse inference that the prosecution decided not to call this eye witness because she would have supported the appellant's evidence concerning his mistake about the hyena. Surprisingly this submission was supported by D Mr. Kapinga on behalf of the Republic, We say 'surprisingly' because Mr. Kapinga did not indicate that he was not supporting the conviction until we pressed him to say so.
With due respect to both Mr. Mbusa and Mr. Kapinga, we do not think that such an adverse E inference can be drawn from the circumstances of this case. A mistake of fact concerns a state of mind of the person making the mistake. So, Stahimili's evidence would have been crucial only if there was indication or a probability that she could have known about the mistake of fact made by F the appellant. In his testimony given in his defence at the trial, the appellant stated inter alia:
When I got to the home of my uncle I said 'Hodi'. The woman replied 'Karibu'. Then she asked who I was. I G told her. Then she asked what I wanted. I told her to give me my clothes for covering myself. She asked where the cloth was. I said it was hung up in the house. Then she said 'who is here?' I asked, 'but the door is shut?' She said, 'There must be something'. Then she opened the door and came out. Then I entered the house. Then I looked under the bed and then I asked, 'what is here?' I got no reply. I did so four times. Then H I saw something move towards me. I then took a pounding stick as I thought it could be a hyena. The stick was inside the house. I hit once. I hit at the face. Then the man I hit ran out. Asked Stahimili who was outside what that man was. Then I told Stahimili to go back to sleep there. But she refused. I then escorted I her to Tengeza's house ...
It is obvious from the appellant's own testimony that Stahimili did not know and could not have A known about the appellant's alleged mistake of fact since she was outside the house when the appellant allegedly was mistaken after he had entered the house to look under the bed. There is no likelihood therefore that her evidence could have supported the appellant's defence or undermined B the prosecution case. That is why we are unable to draw an adverse inference against the prosecution for failure to call her to give evidence in this case, although, of course, the failure makes us curious about what she might have said.
The other important consideration arises from what the appellant stated to P.W.2 and to the police C officer - that is, the third prosecution witness (P.W.3). These witnesses testified to the effect that the appellant told them that he attacked the deceased upon the mistaken belief that the deceased was a stranger committing adultery with his uncle's wife. This evidence raises the issue of D provocation which was specifically considered and ruled out by the trial court. The learned trial judge stated inter alia in his judgment.
The gentlemen assessors were of the view that a reasonable man would have called out for help so as to arrest E the stranger. I am of the same view. I am not convinced that a reasonable man or an ordinary man would have lost his head and reacted by beating the stranger on the head with a pounding stick...
We concur with the view of the gentlemen assessors and the learned trial judge on this point. We F are satisfied that a reasonable or ordinary person would not have been provoked by finding one of his uncles or any person committing adultery with the wife of another uncle of his. At worst he would be shocked and scandalized.
The other important point is whether the deceased died as a result of the appellant's attack. This G issue poses no problem as the medical evidence clearly shows that death was due to head injury and brain damage. Obviously the appellant's attack killed the deceased.
Finally, we have to consider and decide whether the appellant had malice aforethought and had no H lawful justification or excuse in killing the deceased. The learned trial judge found the existence of malice aforethought from the nature of the weapon used and the location of the injury inflicted. We respectfully concur. On the evidence, there could not have been and there was no lawful I justification or excuse for killing the deceased. The appellant was
A therefore properly convicted. Since the sentence of death by hanging is mandatory by law, we dismiss this appeal in its entirety.
Appeal dismissed.
Similar Judgments
Afrika Mwambogo vs Republic () [1985] TZCA 6 (10 July 1985);
Hussein Idd & Another vs Republic () [1985] TZCA 5 (01 July 1985);
Juma Zuberi vs Republic () [1985] TZCA 8 (15 August 1985);
Hemedi Kanjunjumele vs Republic () [1985] TZCA 2 (06 April 1985);
Republic vs Yona Kaponda & Others () [1985] TZCA 3 (27 April 1985);
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Home/World News/Mass killer Anders Breivik accepted at University of Oslo
Mass killer Anders Breivik accepted at University of Oslo
London: Saturday, 18 July 2015, 10:33 PM
Norwegian mass killer Anders Behring Breivik has been accepted for study to political science at Oslo's university.
The 36 year old admitted killing 77 people when he bombed central Oslo and then went on a shooting spree at a youth camp on a nearby island in 2011.
He will have no contact with staff or students as he studies from his cell.
In 2012, he was sentenced to the maximum 21 years in prison for carrying out Norway's worst massacre since World War Two.
This jail term can be extended if he is deemed to remain a danger to society.
A report in the BBC states that the university's rector, Ole Petter Ottersen, said that Norwegian inmates "have a right to pursue higher education in Norway if they meet the admission requirements and are successful in competition with other applicants."
In an explanation on the university web site, Mr Ottersen admitted that the university had faced "moral dilemmas" about Breivik's admission.
Breivik has been studying certain course modules since first applying to the University of Oslo in 2013, but he will now be taught as a full student. He will also be subject to strict regulations with no access to internet resources or receive any personal guidance from tutors. All communication with the university will take place via "a contact person in prison".
Breivik first applied to study in 2013 but did not meet entry requirements as he had never completed secondary school. Instead, he was allowed to study certain political science modules.
His deadly rampag was later found in an Oslo court to have been a premeditated act of terrorism.
Breivik had extremist right-wing views and in court had said that he had reacted against what he saw as a Marxist-Islamic takeover of Europe.
Hissein Brahim Taha elected Secretary-General of OIC
London: Tuesday, 01 December 2020, 11:52 AM


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Ariba Dynamic Discounting Gives Companies New Visibility into Cash Flow to Improve the Buying-Selling Processes
Transcript of a sponsored BriefingsDirect podcast on how discount management and dynamic discounting can help businesses manage their cash better.
Listen to the podcast. Find it on iTunes/iPod. Download the transcript. Sponsor: Ariba.
Dana Gardner: Hi, this is Dana Gardner, Principal Analyst at Interarbor Solutions, and you're listening to BriefingsDirect.
Today, we present a sponsored podcast discussion on how discount management and dynamic discounting can dramatically improve how enterprises procure by better managing the buying process, improving cash management, and gaining an analytic edge on constantly improving processes through automation.
We're here now with an executive from Ariba to learn how recent trends are driving savvy companies to improve how they manage their supplier and buying processes using dynamic discounting.
Please join me now in welcoming Drew Hofler, Senior Manager, Working Capital Solution at Ariba. Welcome to the show, Drew. [Disclosure: Ariba is a sponsor of BriefingsDirect podcasts.]
Drew Hofler: Thanks, Dana.
Gardner: Why are you seeing such an uptake in how companies are looking to improve the way they wreak efficiencies out of the buying process, I have to assume it has something to do with the economy?
Hofler: We've seen a lot of growth in this area, particularly over the last three or four years with another wave of economic bad news coming up now. In 2008, when the credit crisis first hit and supply chains became dramatically impacted, you had a lot of suppliers who found their access to credit severely curtailed. You had a lot of buyers who were using the opportunity to enhance their cash flow and their cash position by extending terms with suppliers.
So you had kind of a perfect storm of buying organizations pushing out payment terms and supplying organizations not able to fund those longer terms via traditional credit means, because those were being pulled away. So that created a real cash flow crisis within supply chains.
Now, with what's looking like potentially a double dip recession and the S&P downgrade that recently came along, companies have again realized how important cash is to them. You see that in the metrics. You see that in the Federal Reserve reporting out every single quarter. The amount of cash on the books of corporate America just continues to rise, as companies hold on to their cash and hoard their cash.
In fact, there was a great article a couple of weeks ago in The Wall Street Journal about how companies are actually selling bonds and increasing corporate debt before the impact comes from the S&P downgrade, not so that they can raise cash for expanding operations necessarily, but so they can raise cash to hold it as a buffer against what's going on.
If you look at that in conjunction with suppliers still having their access to credit curtailed, it's not as bad as it was at the height of 2008, but it still is far from where it was pre-2008 in terms of their access to credit.
You have this situation where there is significant liquidity risk in the supply chain due to suppliers who are not in as good a cash position -- smaller and medium sized suppliers typically -- facing a downturn in orders, facing a downturn in the economy, and not having necessarily the cash buffer or access to credit to weather that.
On the other hand, you have buyers who have massive amounts of cash that are sitting in banks, where they are earning next to nothing. In fact, two days after the S&P downgrade, Ben Bernanke and the Fed stated that they'll probably keep rates down at around zero for the next two years, until mid-2013.
So you have these corporations that have this massive stockpile of cash inside of banks, inside of short-term liquidity investments, money market mutual funds, commercial paper, that's earning literally almost nothing. In fact, in the case of Bank of New York Mellon, a couple of weeks ago, they started charging companies to hold cash in their vaults, which is somewhat unprecedented.
You have this big dichotomy, where you have buyers who have lots of cash earning basically nothing on it in the short-term, and their suppliers who don't have the access to that cash and have longer terms extended to them. When they do get credit, there are some pretty restrictive covenants with their banks and they're paying a little bit higher rate than they would otherwise. You have this significant liquidity risk.
All of that is to say that what we're seeing is that buying organizations are starting to realize that they can take advantage of the fact that they have all this cash and suppliers who have this need to essentially become the bank and put that cash to work.
Organizations are starting to realize that they can take advantage of the fact that they have all this cash and suppliers who have this need to essentially become the bank and put that cash to work.
They earn a greater return by paying suppliers early in exchange for a discount -- so they're earning a better return on their cash than it would have sitting in the bank -- but they also remove some risk from their supply chain by injecting liquidity into their supply chain, giving suppliers access to liquidity that they might not have otherwise in a way that, one, is not debt to their supplier, and two, improves their working capital position by lowering their days sales outstanding (DSO), when they get paid early on that receivable.
We are seeing all these things line up to create a perfect opportunity for both buyers and suppliers to collaborate over these cash flow needs that are being created by the economy right now.
Gardner: I suppose the solution then at the high level is fairly clear, but how to implement that becomes the issue. So many organizations have disparate ways of managing these issues, managing their procurement and supply chain, often manual processes still at work.
How do you allow for the suppliers to create an incentive for this improved discounting and improved cash flow for them, and how do they then manage and instantiate this and make it repeatable?
Hofler: It's a great point, because a lot of organizations in this realm of payment terms, agreements with suppliers, paying suppliers, approving invoices, and all of this type of thing, is still a very manual process in so many organizations.
I have looked at buying organization and analyzed their vendor files and at times found literally hundreds of different payment terms to their suppliers, where a best practice would be to have maybe five to 10 that are pretty standardized, unless there happens to be some great exception. People are just making terms with the folks that they know, buyers knowing the salesperson on the supplier side, and agreeing to specific terms that may have nothing to do with the corporate objectives or strategy.
Getting visibility
In order to reap this opportunity and understand what's happening a company needs to get visibility into what's actually happening. That's where Ariba's cloud technology allows companies to pull this through the Ariba Network and gain visibility into what's going on and automate the process greatly.
Once they have that visibility, on the one hand, they realize they can get their terms and their payment under control. A lot of times, a company will have what's supposed to be a standard term, let's say 45 days, 60 days payment, but a supplier is being paid immediately. Somebody called in to the company and the supplier said, "I can't wait this long for my cash. Can you pay me early?" And the person on other end of the phone changed the payment to "immediate" in the ERP for the buyer.
That's a cash flow waste right there. You're paying immediately when a buying organization could be holding up their money for 45-60 days, or exchanging that immediate pay for some value in the form of a discount.
We're seeing that companies are getting control of that process through automating it, through sending POs through the Ariba Network to their suppliers, where it's centralized and visible to corporate as a whole, bringing invoices back in to accelerate the approval process, and also bringing it under some control and visibility as well.
That opens up the opportunity that we're talking about in terms of collaborating over cash flow, because what you have are these invoices coming in and being approved in a rapid manner, because they're coming in clean. The Ariba Network assures that invoices come in clean and they're being approved quickly. Now you have invoices that are approved say on the fifth day after receipt, but not due until day 60 after the invoice date. That time gap is where the collaboration can come in.
These invoices are coming in and being approved in a rapid manner, because they're coming in clean.
When it is in the cloud online, the buying organization has visibility to all of their suppliers, being able to offer early payment and being able to use their cash to earn greater returns and offering early payments. But all the suppliers then have visibility into that opportunity as well. And the right party at the supplier company that has visibility into that.
When you think about early payment, discount terms, we think of the classic 2/10, net 30 that's negotiated into a contract at some point. Think of who is having that conversation? It's typically procurement and the salesperson on the side of the supplier. That salesperson on the side of the supplier really is not all that concerned about cash flow. That's not their metric. It's not what they're measured against, and they don't really care.
We find that not too many companies get early payment discounts into a large amount of their spend due to that. But when those invoices have come in and have been made visible through this online portal for suppliers to see, who is it at the supplier that now is looking at that? It's the accounts receivable (AR) side. It's the controller. It's the treasurer. It's finance on the side of the supplier that cares about cash flow, that realizes when they need enhanced cash flow, and has the ability to make a decision over that.
We're seeing a huge increase when we deploy clients between what they had originally captured in contracts in terms of early payment terms, versus what they're now able to capture, once they put this in place with the Ariba Network, where the right audience and their suppliers can come in and see that.
So those things -- automating the process, getting visibility into it, getting your process under control so that everything is done in a timely manner to create the opportunity, and then having an online portal visibility for your supply base to see the opportunity -- are key to accessing it.
Gardner: So I think that at a very high level we're talking about better business process management (BPM), but across disparate systems of record, different organizations, and the role that Ariba plays, has the opportunity to cross among or between them, but automate, give them insight and visibility at the same time. So that's pretty cool.
Now, I know the name of your product that you apply to a lot of this is called Ariba Discount Professional, but I have also heard it referred to as "dynamic discounting." What does that really mean? How does that work?
Hofler: The market term for us is Ariba Discount Pro, but the broader vernacular for the market is dynamic discounting or discount management. Dynamic discounting has two aspects to it. One, it's the dynamic nature of it, giving the supplier the ability and control to say when they want to get paid early, when they need the money, to have this sort of automated online conversation or collaboration with the buyer to agree on early payment terms, on an invoice-by-invoice basis.
The supplier can say they don't need early payment all the time, but there are definitely business cycles, financial cycles in the quarter, or business cycles and seasonal suppliers, where they may have to purchase a lot of stock for an upcoming season, or they might want to purchase some equipment. Then, they need to accelerate some cash flow in order to do that.
The supplier can dynamically say, "Here's what's available to me, and I'll take that invoice, that invoice, and that invoice on an early payment. I agree to those terms." And boom, it's done. So it's basically like an ATM for them. They can choose which ones they want.
The other aspect of dynamic discounting is the fact that it allows for a fair and prorated discount rate to the supplier from the buyer.
The other aspect of dynamic discounting is the fact that it allows for a fair and prorated discount rate to the supplier from the buyer. Before, in the traditional 2/10, net 30 and 2/15, net 45 that a lot of companies have, the structure is such that if you can approve the invoice and pay by day 15, you take 50 percent discount. If you can't approve it by day 15, then you wait and you pay the full amount of the invoice on day 45.
With dynamic discounting and our Discount Pro product, buyers are able to offer to their suppliers a prorated discount that says, "We can pay you early from the moment this is received or from day 15," whatever fits the buyer's needs, and then prorate that say 2 percent discount down to 0 percent on the net due date of that invoice.
It's fair to the supplier. If they are getting paid 30 days early, they pay a higher discount. If they are getting paid 15 days early, that discount gets lowered in such a way that is fair to that supplier, and yields a constant and consistent return on cash on an annualized basis to the buying organization.
So for example, the 2/10, net 30, that's the classic textbook example is a 36.5 percent annualized rate of return. So at 20 days early on day 10, it's a 2 percent discount; at 10 days early, 20 days after the invoice is received, it's a 1 percent discount. Both of those equate to 36.5 percent annualized return on cash for the time period that the cash was deployed.
The buying organization is ensured a consistent return on their cash deployed. The supplier is ensured a fair system control discount based on when they actually receive the cash. So those two pieces, that slope line and proration, as well as the dynamic ability for a supplier to achieve early payment on an invoice-by-invoice basis based on their business need are the things that really define dynamic discounting.
Substantial returns
Gardner: I have to imagine that we're talking about very large organizations, very large procurement sums, and therefore the returns can be quite substantial. It makes sense of course for the buying organization to be able to do the best they can with their cash flow, and getting a discount would do more for them than letting it sit in a low interest-bearing account, as you pointed out.
But what really intrigues me about this, Drew, is for the suppliers, where there is complexity in inventory and there is transportation and logistics issues, it gives them a chance to really analyze some of the timing that works to their advantage and then incentivize based on these discounts as to how that could then benefit them.
There seems to be a huge efficiency, maybe difficult to measure in dollar terms, but a huge efficiency potential for these suppliers when they exercise this dynamic discount.
Hofler: I would agree with that. There is just a whole ton of benefits to the suppliers, because as you say, they have full visibility into when they are going to be paid, how much, and on what, and full control over that.
As I mentioned before, it's like an ATM for them, if they need it, where they have access to this pool of liquidity, depending on the things that come along. If anything like logistics, transportation, or added gas prices spike for a week or two and their cash flow has to increase, well, because of that outlay, they can access this early payment and this cash in a way that's very beneficial for them, because suppliers have some access to some cash flow. It's not completely shut off for them. A lot of suppliers will take credit cards or P-Cards. A lot of them will access lines of credit and things to that effect.
It's often cheaper than they can find financing elsewhere, and it does so in such a way that lowers their DSO, because they're basically turning their assets of a receivable into cash.
But those do two things to them. One, P-Cards are extraordinarily expensive in terms of the exchange rate that they have to pay. And two, lines of credit and that type of thing add debt to their balance sheet basically.
With this type of dynamic discounting, suppliers access this cash flow in a way, depending on what the buyer offer might be or what the buyer might accept in terms of the counteroffer from the supplier, that is typically cheaper than than credit cards. It's often cheaper than they can find financing elsewhere, and it does so in such a way that lowers their DSO, because they're basically turning their assets of a receivable into cash. It lowers their DSO, which is great for their working capital metrics and cash convergence cycle.
And it does so in such a way that adds zero debt to their balance sheet, because it's just transferring one asset into another from a receivable into cash. So definitely a lot of supplier benefit.
Gardner: And because Ariba Discount Professional is cloud-based, I imagine that the ability to implement this is fairly straightforward. I also see that there is tight integration with the Ariba Network, which allows for a large supplier participation, an ecosystem, a whole greater than the sum of the parts. Perhaps you could give us a little bit of information on the benefit of being cloud-based and why the Ariba Network integration has benefits?
Hofler: Discount Pro is based on the Ariba Network platform. From the buying side, it simply requires the ability to send a message from your ERP -- we call it a payment proposal message -- to the Ariba Network. It requires a connection, and there are a number of ways to do that.
We have standard adapters for most of the large ERPs -- PeopleSoft, Oracle, SAP. We've integrated with JD Edwards, Lawson, and various others. Simply installing this kind of middleware adapter takes the feed of data from the ERP, translates it into the Ariba cXML. You put that in place. It's basically that middleware to communicate that information back and forth from the Ariba Network, and that's essentially it.
There obviously is some work involved in that, but it's so much lower than on-premise type of work that you would have to do. There's much lower cost, and much quicker time -to-benefit for that. From the supplier's side, being based in the cloud and on the Ariba Network, it literally can be as simple as a three minute process of signing up on the Ariba Network.
I have actually done it myself to test with a side business, and it's very easy to do. You sign up, you agree to the relationship with your buyer, and boom, all of a sudden you have visibility into every thing that that buyer pushes onto the Ariba Network for you, including the opportunities for early payment.
From a buyer's perspective, with it being on the Ariba Network, they have access to the hundreds of thousands of suppliers that we have on the Ariba Network. In fact, most of the time our new customers will see anywhere between a 20 percent and a 50 percent match of their vendors already on the Ariba Network.
From a buyer's perspective, they have access to the hundreds of thousands of suppliers that we have on the Ariba Network.
So it makes time-to-value an enablement so much quicker. It's then a matter of simply communicating with the supplier, who is already used to the Ariba Network and already on it with other customers and getting them to agree with the relationship with you. All of a sudden, you can transact with each other.
So that network effect is really finding benefit with our buying organizations for sure.
Gardner: So we've got the basic information. Now perhaps we can get some information about what it does in terms of pay-offs. Do you have some examples of folks that are doing this? What sort of returns it's getting for them? How it's impacting them in terms of productivity benefit as well as pure dollars and cents?
Hofler: We've had a number of organizations, a large retail and sporting goods organization, that came in and increased their discount capture by about 90 percent.
One thing is coming onto the Ariba Network and getting your process under control. As I said before, companies don't necessarily have a lot of their spend under contract discount term, but they do have some. Their procurement folks have negotiated some discounts, early payment discounts, in the contract. A lot of that is not being captured, because the process doesn't allow them to approve the invoices in time, and that type of thing.
That was the case with this organization. It was capturing about 35 percent of their discounts, and raised that to about 95 percent very quickly. So that's an immediate savings and immediate capture of lost opportunity and value to them. Simply by getting their process under control allowed them to capture millions of dollars of lost savings.
In addition, they saw their capture of savings go from about 5 percent of their suppliers to a penetration of over 20 percent of their suppliers in a short period of time as well.
Seeing the opportunity
I believe it's because of the things that I mentioned earlier. It was now putting the opportunity in front of the right people at the supplier's side. When they realized they had the opportunity, they took advantage of it, because as I said, the fundamentals are there in the market, where suppliers are typically hurting for cash and cash flow and opportunities for that, willing to take early payment.
Buyers have lots of cash. When you just bring those two parties together in a way that makes it easy for them to collaborate and meet that need, your participation is going to go up for sure. And that's what we've seen.
Gardner: I was just going to say that in a slack economy, and in some cases an even tougher economy than we have had most recently, finding efficiencies is de rigueur, it's not really an option.
Hofler: That's exactly right. People are looking for everything to make their companies leaner and better and capture all the value that they possibly can.
I may have already said it, but it's really a win-win. There is value to both sides, and it's not just one imposing their will on the other in order to make their company better at the expense of the other. It is really a win-win. There are significant and tangible benefits to both sides when they do this.
Some of them will average around 24 percent annualized return on their cash. Others will average less. It depends on how they want to approach their supply base.
I think that's why we've seen so many companies pick this up. We've had growth rates of 60 percent or so in our buyer customer base. Our customers, shortly after going live, have been seeing growth rates in their opportunity and discount capture with their suppliers of 60-80 percent month over month. Obviously that will stabilize at some point, but I think what that says is that huge growth curve, particularly in the first year or so of doing it, speaks to the fact that there is this latent opportunity out there.
We have customers and some of them will average around 24 percent annualized return on their cash. Others will average less. It depends on how they want to approach their supply base. Many buyers will take the opportunity, when there's an opportunity to earn very significant returns on their cash of 36 percent or more from a certain part of their supply base. Typically, the longer tail, the smaller suppliers, will take advantage of that.
But others, especially more recently, are realizing that they can take a nuanced approach to this and look at their entire supply chain and approach each segment differently.
So if you are a long tail of suppliers that otherwise would take P-Card or do things like that, you can get a large amount of return on your cash. But on the other end of your supply chain, your goal as a buying organization with more strategic suppliers is not so much to wring all the value in terms of return on cash that you can out of them, but to make sure that they are there for you when you need them, to reduce the liquidity risk.
So a lot of buyers are taking the cash that they have, using this product, and offering the opportunity to their more strategic suppliers to gain access to the cash piles that the buying organization has, but at rates that are much lower, that are closer to what they might be able to get out in the marketplace from a bank.
No burden to supplier
Those are more around 6 percent, 4 percent annualized, but still much better than the buying organization gets on their cash sitting in a money market account earning less than a quarter of a percent, or close to zero right now. But they do it in such a way that does not add a burden to their supplier.
I'm seeing buying organizations take a blended, more nuanced approach to using this. The great thing about the tools online is that they have full flexibility to do that, to group their suppliers how they wish, to offer different rates to different suppliers, to control the amount of cash that they make available, and they are really starting to take advantage of that.
Gardner: Drew, I'm afraid we are about out of time, but I would still like to hear a little bit more about what is going to happen in the future that might further incentivize and encourage folks to pursue this.
I'm primarily thinking about those companies that take advantage of cloud more. The more that you take advantage of cloud, the more commonality there is at a cloud platform or a cloud of clouds, it seems to me the more opportunities there are to define these cross-pollenization level types of efficiencies and then apply them realistically.
It enables collaborative cash flow, and that collaboration is really what the cloud, social networking, business social networking, is really all about.
What's coming down the pike. Maybe it's cloud, mobile, social. How does that impact why folks would be perhaps pursuing this dynamic discounting value even more?
Hofler: When you talk about dynamic discounting, what we like to say is that it enables collaborative cash flow, and that collaboration is really what the cloud, social networking, business social networking, is really all about. It's about communicating, communicating need, and collaborating over solutions.
What I see coming down the line is that, as more and more network or cloud effect takes place, where suppliers who are on the Ariba Network, for example, have multiple buyers participating in this and so they are doing this across different buyers, it becomes more of a norm.
It becomes something that is a normal part of business. I think we're starting to see that normalized, because dynamic discounting is a very fairly young industry still in terms of overall business practices and processes. But we're starting to see it become more of a norm.
When you have that happening over the cloud, when you have that kind of collaboration of information going back and forth, you have more suppliers becoming normal, we'll see buyers learning and having access to aggregated data, trends, and behaviors that show them how to approach this, because they can see how it has worked across industries in the past, and then supplying organizations finding it much more normal.
I see it tying into the communication methods that are becoming so prevalent in social media and in the cloud, just basically to give suppliers access to the opportunity and open up the opportunity. We've seen such growth when buyers become active and make this available to suppliers, simply because it's tapping into the late need that suppliers didn't know they had a fix for, that they had a solution for, in terms of accessing this cash.
As that becomes more available and more known through the cloud, through the collaboration, the suppliers hear about it more, they realize they have the access. Just that ability for it to go viral is what's really going to happen more and more, as we go into the future and it kind of snowballs.
Gardner: We've been listening to a sponsored podcast discussion on how discount management and dynamic discounting can dramatically improve how enterprises procure and better manage the buying process while also improving cash management.
I'd like to thank your guest. We have been joined by Drew Hofler, Senior Manager in the Working Capital Solutions Group at Ariba. Thanks so much, Drew.
Hofler: Thanks, Dana. My pleasure.
Gardner: Let me ask you one last question. Where can you go for more information on this if you wanted to pursue an understanding. Maybe there is a white paper, background information. What would you recommend?
Hofler: I'd go to www.ariba.com and look at our Manage Cash section. There are all sorts of things in there, some white papers and case studies and things to that effect.
Gardner: This is Dana Gardner, Principal Analyst at Interarbor Solutions. You'vee been listening to a BriefingsDirect podcast. Thanks again for coming and listening, and do come back next time.
Transcript of a sponsored BriefingsDirect podcast on how discount management and dynamic discounting can help businesses manage their cash better. Copyright Interarbor Solutions, LLC, 2005-2011. All rights reserved.
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Image-based social networking service Pinterest has decided to relax its sign-up policy, opening the site to all.
Previously, people needed invites to become members and "pin" online images onto its virtual "boards".
Launched in 2010, Pinterest became the fastest-growing site ever, passing 10 million users in nine months.
Although it has tried different money-raising techniques, the company has not yet disclosed a commercial plan.
"They're one of the main sites that serve the so-called social collectors, people who like to curate information across the web," said Forrester Research analyst Darika Ahrens.
"What remains to be seen is what happens if they start to commercialize – how they're going to do that and if they do it in a way that's not going to alienate their users.
Social media analyst Rob McNair said that having invites had been part of Pinterest's marketing strategy.
"This tactic of adding exclusivity upon launch of a social network is not a new thing," said Rob McNair from mycleveragency.com.
Fashion and recipes have quickly become top topics on Pinterest, and women outnumber men on the site.
Its number of users grew hugely over the past year, according to a digital media analytics company Comscore.
It said that last June, there were 1.2 million unique visitors globally – but a year later there were 31.2 million.
In February, the company had to address concerns about users "pinning" copyrighted material.
It now allows websites to opt out of being featured on Pinterest. To do so, sites can block their content by adding a line of web code.


Samsung has launched a microsite for an upcoming Galaxy M device - likely the Galaxy M20, judging by the dual-camera setup on its back - and, sure enough, it has an Infinity-V display with a single selfie lens occupying the small notch up top.
Warsi also revealed that these new smartphones will feature big batteries, as well as support for fast charging, features that are created to appeal to the country's tech smart and savvy millennial consumers. The formal launch of the Galaxy M series in the country has been set for January 28.
Going by the earlier reports and the new official press renders, which reveal the new M series will be featuring Samsung's new Infinity-V displays, which the Korean tech giant introduced during their Developer Conference past year. "This new range has been inspired by millennials and designed in India", Samsung India Senior Vice President Asim Warsi told PTI. It's the second time a Samsung phone is going have a battery that big (the first was the Galaxy A9 Pro), while it will be the first time we see fast charging on a budget Samsung device. Rumors are rife that the Galaxy M10 and Galaxy M20 will be unleashed on the said date. The Galaxy M series will have a V notch design as is clear from the promotional images being used on Amazon's notify me page. A Galaxy M30 is also believed to be in the works. The M20 is also said to be the first Samsung phone to house a 5,000mAh battery. The volume and power keys are on the right.
According to the report, the rear camera confirmation on Galaxy M20 is 13MP +5MP with 1.12 μm pixel size for the 13MP sensor and f/1.9 aperture. The Galaxy M20 is said to be powered by an Exynos 7904 chipset which will be paired with 4GB of RAM for multitasking and will offer a storage space of 32GB. The handset could be priced around Rs. 15,000 in India and it will be exclusively available through Amazon in India.
US forces' vehicles and structures are seen on the outskirts of the northern Syrian town of Manbij on December 26, 2018. United States defense officials said the withdrawal was only of certain types of gear, and not troops.
Comey and enduring the president's verbal assaults on the Russian Federation investigation as a "witch hunt," the Times reported. Horowitz that claimed McCabe lied to investigators and his then-boss Comey at least four times , three of them under oath.
Washington Post sports columnist Barry Svrluga made the case Thursday for the Nationals to give Harper a 10-year contract . While the Yankees did sign Troy Tulowitzki for the league minimum, this does not rule them out on Machado .
MAYOR BILL De Blasio (second from right) announces a plan to offer low-cost or free health insurance to low-income New Yorkers. NYC Care will start rolling out in coming months and will take more than two years to be fully implemented, de Blasio said.
Marko in this moment is a player of our team. "I want to keep him, of course, but you never know what might happen in the future". Mesut Ozil has recovered from a knee injury but we doubt is Unai Emery will name him in his first XI on Saturday.


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Canada Won't Charge Alleged Schemer
TORONTO—Tzvi Erez, owner of bankrupt print brokerage E Graphix and the man accused of defrauding 70 investors of $27 million through expertly forged documents in a Ponzi scheme, will not face prosecution in Canada, according to CBC News. The Ontario Crown Attorney's Office withdrew charges, in part, because the court says it lacks the resources to go after Erez.
CBC News quoted a lawyer from the Crown attorney's office as saying one of the reasons the case was not pursued is because of competition over trial time. The court docket is filled with cases involving violent crimes, including rape and murder, and the availability of judges prompted the Crown attorney's office to make the difficult decision.
According to CBC, the Crown had also not fulfilled its requirement under the country's Charter of Rights and Freedoms to try Erez in a reasonable amount of time. The original charges against him were levied more than 16 months ago.
A 295-page report was filed in Ontario Superior Court by receiver Jerry Henechowicz, who was appointed to vet investor claims, as well as locate and seize assets as part of the civil bankruptcy case against Erez's companies, CBC News said. The report said Erez received tens of millions of dollars in loans for E Graphix via documents that turned out to be elaborate forgeries.
Investors were allegedly shown ersatz purchase orders, invoices and various other documents to give the impression of a profitable, but underfinanced, print brokerage business. PI
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The synopsis of scenes showed the setting is in the sitting room of Lavinia Wesson's home in St. Basil-on-Green. The time is modern day.
In Act One, Scene One, it is late afternoon; Scene Two, that night; and Scene Three, later that night. In Act Two, Scene One, it is the next morning, and Scene Two, that next day's night.
An intermission in between the two acts allowed the audience members to enjoy cookies, coffee and lemonade.
The cast of characters were: Lavinia Wesson, (Jasmine Massingill); Inspector Greene, (Rachel Lasher); Melody Haydock, (Ariah Iron Boulder); Mrs. Violet Cameron, (Cayla Erdmann); Miss Sibley, (Jerica Jesz); Holly Thomas, (Brittany Thomas); Priscilla Stewart-Wayne, (Cambree Holen); Stephanie Dearborn, (Teresa Werner); Rachel Hodges, (Brittany Lasher), and Mrs. Letitia Whetmore, (Angela Frank).


If it's branding you want, then you might want to try the GOTO Ladies. The agency focuses on key branding, digital media, communications, and thought leadership. Launched by Aniesia Williams, the fledgling company offers support to a diverse set of clients to include sports, lifestyle, non-profits and media personalities.
worked in a number of arenas–from STEM and the U.S. Government to beauty and retail.
She built her own brand as the national director of branding, marketing and communication for Black Women for Obama; chief marketing officer of the Black Data Processing Associates? Education Technology Foundation; and brand ambassador for Marriott, Blogalicious and the National Urban League, to name a few.
These positions gave her insight into what small businesses want and need.
Williams recently returned from Sundance where GOTO Ladies hosted a panel that focused on the state of independent films and how hey are changing the way films are made. "The panel was quite interactive and also included discussions about various aspects of filmmaking from funding to casting to actual filming,"says Williams.
Here, Williams tells TNJ.com how she now plans to build GOTO Ladies.
TNJ.com: Why did you start GOTO Ladies?
Aniesia Williams: I wanted to start something that meant something to me. At the same time, I wanted to empower and bless people all across the country. I love helping people dream in color so they can, in turn, empower others around them.
Aniesia Williams: Through my own funds saved when I was doing government contracting and executive strategy. I never went to investors.
TNJ.com: What challenges did you have to overcome?
Aniesia Williams: Being an entrepreneur can be challenging–sometimes you almost want to quit. However, knowing what the vision is for my life that God has created for me keeps me focused and driven.
TNJ.com: How do you reach out to clients?
Aniesia Williams: Relationship are very important to GOTO Ladies. I typically connect with a new client through current clients and client referrals.
TNJ.com: Why is branding so important today?
Aniesia Williams: The brand is the foundation for the house and without it your house will fall leaving you without viable options for marketability. Without a viable brand there is no need for PR or marketing.
TNJ.com: Can anyone or any company be branded?
Aniesia Williams: It depends on the value proposition, the individual or company's target market, and their ideal product and/or service customer.
TNJ.com: What are your 2014 goals for the company?
Aniesia Williams: My biggest three goals for 2014 are to create strategic partnerships, do more brand engagements and increase GOTO Ladies' footprints across the West Coast.
Aniesia Williams: My long-term goals include forming a board of advisors to move the company forward to its greatest success. I also want to continue to establish GOTO Ladies as a brand advocate for a lifestyle brands such as My Black is Beautiful or Dove and other companies that represent who I am as head of GOTO Ladies and the values that represent the company.
TNJ.com: What has been your biggest business lesson so far?
Aniesia Williams: Always, always, always listen to yourself, trust yourself, know yourself, and value yourself.
TNJ.com: What you enjoy most about what you do?
Aniesia Williams: When I dream in color; I am able to do things that people say I cannot do. When I close my eyes I am able to dream the biggest, most audacious dreams and execute them and even if I can?t do exactly what I saw in my dreams, I come pretty darn close.


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"NDMA has asked the State Governments of all the six States with nuclear installations to prepare a plan for development of the 16 KMs EPZ around the Nuclear Plants", said Shri Reddy, Vice Chairman, National Disaster Management Authority. On the basis of this, Government of Karnataka has prepared a proposal for upgrading the infrastructure around the Kaiga Atomic Power Plant.
2.	A delegation led by Shri Sitaram Yechury, MP and Member of CPI Politibureau met Shri Reddy and presented a representation with a demand for rehabilitation of the people of 5 villages falling within 5 KM radius around Kaiga Nuclear Plant. Shri Reddy explained that people living in the 1.6 KM sterile zone have been rehabilitated and in the exclusion zone covering 5 KM radius, there are restrictions on development but people are generally not rehabilitated.
Kudankulam Nuclear plant is not affected by tremors..