Within the sector, among those who are its ardent devotees, arts and culture are often spoken about in terms of their intrinsic value, or 'art for art's sake.' While arts and cultural practitioners, artists or managers may be adept at creating an enjoyable or rewarding experience, they may not necessarily be trained in reporting back to their funders or partners to show the economic impact of their event. For this reason, the South African Cultural Observatory (SACO) has developed the South African Festival Economic Impact Calculator (SAFEIC) which is available to be used for free online. On Tuesday the 5th of September 2017, Marie-Louise Rouget (Content and Data Manager, Arterial Network) attended a workshop at the Iziko Bo Kaap Museum in Cape Town to learn more about this new resource. The event was also attended by participants representing the National Arts Festival in Grahamstown, the Western Cape Government, Afrikaburn, the West Coast Youth Orchestra, shnit International Shortfilmfestival, the Cape Town Carnival, and the Market Theatre Foundation among others.
The calculator has been developed for event and festival organisers to determine the economic impact of their events, both big and small. By calculating the economic impact, organisers should be able to determine what the loss of economic activity to the specific impact area would have been if their event had not taken place. Through determining its economic impact, the event or festival is shown to be a driver for extraordinary economic activity within the impact area, such as festival attendance, visitor spending (accommodation and non-accommodation, such as food, souvenirs and other purchases) and organiser spending. These numbers are important for the monitoring and evaluation process, for internal planning for the next event, to be used in reports for funders, sponsors or other important stakeholders, and as motivation for future supporters.
During the workshop, Professor Jen Snowball (SACO Chief Research Analyst) and Professor Geoff Antrobus (Department of Economics, Rhodes University) elaborated on certain best practices when using the calculator in order to achieve the best possible results. They both emphasised the fact that the accuracy of the data used will determine the credibility of the resultant report generated by the calculator, and in most cases it is necessary to include an appendix to clarify where the data has been drawn from. Social surveys during the course of the event are essential to clarify certain aspects of the data that might be received through online ticket sales, social media 'check-ins,' transport and accommodation statistics received from local authorities and other sources. For example, festival or event organisers might want to clarify how many tickets individual attendees bought, if one ticket does not grant 'all access' to the event (as in the case of the National Arts Fest). They may also want to determine additional spending caused by the event by asking festival goers how much they spend on food and accommodation a day (individually) and how many days they intend to stay in the area. Although it was acknowledged that local data capture rates during festivals is never 100% accurate, social surveys are able to provide useful insights if run consistently across the event.
The feedback from participants during the workshop was positive as each acknowledged the effectiveness of the calculator in relation to their ongoing projects. Although this tool only relates to the economic impact of events in South Africa, taking into account local statistics and economic indicators, the calculator could be adapted to suit other contexts across Africa in future.
To access the calculator, please click here.
Should you wish to get in touch with the South African Cultural Observatory, please click here.


For fans of Gillian Anderson and David Duchovny, seeing that perfect moment that their OTP is photographed together is still fleeting. However, our sources tell us that Gillian Anderson and David Duchovny are still very happy together, and are planning to spend the holidays with each other. In other words, they will spend a Hanukkah and Christmas romance in each other's arms and try to stay out of the spotlight while doing so.
Due to their complicated relationship histories – with other significant exes and each other – David Duchovny and Gillian Anderson have been very careful going about their relationship. They've been exceedingly careful never to flaunt any PDA, except for X-Files related events at Comic-Con or similar settings. Anyone who's very close to them can see the telltale signs of affection, and it IS obvious that there's something happening there. However, they never kiss in public, nor do they act like a couple, as much as they can help it. Again, perceptive fans have been able to notice small changes in their behavior, particularly around each other, but by and large they're staying discreet.
Of course, there are people that claim to have spotted them together at David's apartment in NYC, or holding hands while shopping in Manhattan. Again, there is no picture evidence of any of this, so we really can't say whether it's happening or not – just that we're hearing that it is happening.
Plus, spending the holidays together is a sign of serious commitment, and I would expect nothing else from a couple that has literally been decades in the making. Fans have waited a long time for this, so imagine how much longer the chemistry and the tension had been building between these two? One only has to watch the later seasons of X-Files to see it, and sometimes, the on-screen chemistry doesn't lie.
Gillian Anderson, David Duchovny To Star In X-Files 3 Movie – Gillian Hints At The Possibility!
David Duchovny Doesn't Mind Tea Leoni Dating 'Madame Secretary' Co-Star Tim Daly: He Has Gillian Anderson?


Whether fleeting or with great interest, most aviators have imagined what it would be like flying their general aviation airplane around the world. You can experience flying and visiting over 25 countries, a variety of cultures and weather in countries such as Saudi Arabia, China, Japan, Greenland, and Iceland. You won't want to miss Captain Rice's adventures!
"You won't want to miss Captain Rice's record- setting adventures!"


With The Triangle's growth in recent years and attractive demographics for working and living in the Raleigh area, outside investment capital has increased substantially in the region. The Lewis Group takes a personalized approach to helping investors navigate the market for opportunities that align with their business interests while simultaneously avoiding riskier investments that are less likely to succeed.
At The Lewis Group, we don't just list buildings on behalf of our clients -- we offer creative business solutions with a team problem-solving approach to landlord representation that achieves maximum results.
We implement targeted marketing strategies and tactics to attract the right tenants and buyers to client properties. We manages inquiries from prospects and provide property owners with constant communication during the sale or lease process. We recognize the importance of your assets and how to maximize value. Landlords throughout the Greater Raleigh Area benefit from the professional solutions we offer when marketing commercial real estate.
We manage lease transactions for landlords and tenants from start-to-finish. The strength and basis for our successful transaction management originates in our historical ties to the local and regional business community, as well as relationships outside of the immediate area with peers and colleagues in the brokerage community that we know from the Society of Industrial and Office REALTORS® (SIOR), Certified Commercial Investment Member (CCIM) and the National Association of REALTORS®. Whether representing a landlord or a tenant, we keep our fingers on the pulse of current market rates and concessions to negotiate the most favorable terms for our clients.
We have good and long-standing relationships with The Triangle's commercial real estate brokerage community and have completed transactions with the vast majority of them. When marketing property, The Lewis Group consistently sends property fliers and brochures electronically to the brokerage community and individually to companies with whom we know or may think that the property we are marketing would be a good fit for their current and future space requirements. We maintain building signage and place signage prominently for maximum visibility. We monitor and research the market as subscribers of CoStar Group Inc. and related property marketing reports and media.
Ascertaining the value of commercial property comes from local market knowledge, deep transactional experience in the properties that we trade on behalf of clients and solid market research.
The Lewis Group works closely with investors to assess their real estate portfolios and devise strategies that are most appropriate for their investment goals. Then we work hard to extract the greatest value in each transaction, whether it is on the 'buy' or 'sell' side. Utilizing thorough research and analysis, we excel in leading clients to the best values. And when selling real estate, The Lewis Group achieves high-level returns by taking advantage of our extensive marketing platform, including relationships with colleagues throughout the CORFAC International network which is comprised of some 1,000 real estate professionals in more than 60 markets worldwide. By following market trends and staying closely attuned to your needs, we achieve maximum results in acquisitions and dispositions.
Our mission is to make our clients feel confident that they have an advocate in their corner.
We believe that the right location for your business should be the foundation of a successful enterprise. First, we take the time to learn about your company and its unique real estate requirements. Then, we seek out the most desirable locations by providing a comprehensive program including market research, competitive analysis and lease negotiation. We also assist clients with lease renewals, negotiate new lease terms or find brand new space. With The Lewis Group's Tenant Representation services, we work as advocates on your behalf and save businesses time and money.


Category: Speaking for Spot, The Vaccination Conundrum, Vaccinations, Dog Parks Tags: Speaking for Spot, Ticks, vaccine clinic, vaccination clinic, vaccine clinics, vaccination clinics, vaccination, preventive health care, Stepford wife, rabies, serology, vaccine serology, vaccine titer, titer testing, overvaccinated, undervaccinated, undervaccinating, American Animal Hospital Association, American Animal Hospital Association Vaccine guidelines, vaccination reactions, vaccine reaction, Lyme disease, autoimmune diseaase, immune mediated disease, vaccine side effects, vaccination side effects.
Does Arthritis Cause Mood Changes in Dogs?
jane eagle on Does Arthritis Cause Mood Changes in Dogs?
Shirley Brantingham on Does Arthritis Cause Mood Changes in Dogs?


The crisp crunch of caramelized sugar. The pillowy texture within the ridged exterior. The aroma of fresh bread. That's just a sampling of what the Liege waffle has to offer. The Liege is no ordinary waffle. It's a Belgian variety that was created in the 1800s but is now gaining traction across America as a sweet, hand-held treat that makes for drool-worthy street food.Most purveyors and food trucks that offer this unique delicacy know to take advantage of the possibilities in terms of toppings. A fan favorite at The Waffle Lab in Fort Collins, CO is the European Waffle; it's topped with Nutella, berries, bananas, and plenty of whipped cream.
Aside from the sugar, these waffles are yeasted, unlike other batters. They have to rise overnight before they're punched down to rise some more. This makes them more similar to a pastry and gives them their wonderful taste, smell, and texture.


Well, here it is. Internet Christmas. Every year Mary Meeker puts out the most comprehensive internet trends report available, focusing on data and how the world is changing around us. Go ahead, get lost for a while.
Automated, or programmatic, ad buying is growing not only because it makes transactions more efficient but because it can make them more effective. Here's 10 need to knows when you go to buy ads without speaking to a human.
"Is the money we're putting into online video making an impact?" Go beyond engagement metrics and find out how online video is really impacting your brand.
"Physical play for a digital generation." See what Disney spent 2 years developing in a lab built to resemble a child's bedroom.
If you want to know where web design is heading, just look at where architecture has already gone.
Introducing Ingress. Basically, a giant game of Risk or Capture the Flag, only the game board is the entire world, and it's run by a Google startup called Niantic Labs.
Throughout the year, you connect with your customers in numerous ways. How might you rethink your marketing touch-point mix? Download the white paper to find out.


text:
Bostik Premier: Steve Baker happy with Harrow Borough's start, but that's all it is!
PUBLISHED: 13:30 16 August 2017
George Sessions
Harrow Borough players embrace Charles Banya after he puts his team ahead against Wingate & Finchley (pic: Gavin Ellis/TGS Photo).
©TGS Photo tgsphoto.co.uk +44 1376 553468
The Reds new-look side appear to have gelled quickly and sit top of the table after two games
Michael Bryan of Harrow Borough and Ahmet Rifat of Wingate & Finchley battle for the ball (pic: Gavin Ellis/TGS Photo).
Steve Baker is pleased his new-look Harrow Borough team have won their opening two matches of the Bostik Premier campaign, but knows they have plenty more work to do.
The Reds made it back-to-back victories in the division with a 3-1 success away to local rivals Wingate & Finchley last night.
Kurtis Cumberbatch, Charles Banya and Ant O'Connor netted at the Maurice Rebak Stadium to give Harrow bragging rights and send them top.
"It is a good start, but at the minute that's all it is. I know it is a cliché, but we can't get carried away," said Baker.
"Bearing in mind how things transpired last season, we made lots of changes this summer and only kept four and brought in 13 or 14 new faces and you don't know how it is going to go.
"But we had a good pre-season and the boys all settled in quite well and the first two performances I have been pleased with, so it has gone well."
Harrow have had a busy summer after finding out they had been given a reprieve from relegation in May.
The Reds finished 21st last season – the final spot in the bottom four – on goal difference, but were given a lifeline and remained in the division.
After reflecting during the summer, Baker decided to oversee a major overhaul of his squad at Earlsmead Stadium.
Harrow Borough manager Steve Baker during their Bostik Premier match with Wingate & Finchley (pic: Gavin Ellis/TGS Photo).
The immediate result seems positive with Harrow holding a 100 per cent record after two games against teams which finished in the top-10 last time out.
Baker added: "The key thing behind the change in personnel was to prevent a hangover from last season. I was going to do it anyway because I wasn't happy with quite a few of them towards the end of the campaign.
"Given what I got out of some of them in the last three or four weeks was nothing short of a disgrace, it meant we needed to get more in.
"It is a gamble to make that many changes because sometimes it is 'the better the devil you know than the devil you don't' but it didn't work like that last season.
"We said from the start it would be a clean slate and we needed a new squad in and we have four or five lads who are really hungry to prove themselves at this level.
"They have either been released by other clubs or not played much recently and we have given them an opportunity.
"We made it clear to them that we couldn't afford to pay what some other clubs might, but if they did well then they would get chances and one or two have showed that already."
Although it is early days, what is extremely pleasing for Harrow is the telepathy which already seems present amongst his squad.
Even though most of the players are summer additions, everyone seems to know their job and some of the goals they produced at Wingate didn't seem to be from a side that's only just got together.
"We didn't have big numbers for pre-season on purpose because I knew who I wanted to bring in and we wanted to get them playing with each other as quickly as possible," said Baker.
"Sometimes when you put a new side together it can take a little bit of time to gel or sometimes it does click. A few did know each other before coming in and had played together at other clubs. We have done some work on the training ground too and it has gone well so far."
Bostik Premier: Harrow Borough impress to defeat Wingate & Finchley and go top of the table
Harrow Borough 2 Harlow Town 1: O'Connor brace lifts Bostik Premier Borough
Charles Banya
Kurtis Cumberbatch
Harrow Borough

redpajama_set_name: RedPajamaCommonCrawl


Susan Gold is an avid swimmer and former triathlete. She's a single mom and no-nonsense kind of gal. She never thought she'd have a swim line but created VYVE and specifically, splashpants, out of personal need. She now sees them as not only practical but a fun option for your water wardrobe and would like to share them with other women moving through life with joy!


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NASA Photo: Supernova - An Exploded Star
Stock Photo by NASA Public Domain
Supernova - An Exploded Star
Stock Photo Description: This composite image shows N49, the aftermath of a supernova explosion in the Large Magellanic Cloud. A new long observation from NASA's Chandra X-ray Observatory reveals evidence for a bullet-shaped object being blown out of debris field left over from an exploded star.
In order to detect this bullet, researchers used Chandra to observe N49 for more than 30 hours. Using the new Chandra data, the age of N49 -- as it appears in the image -- is thought to be about 5,000 years and the energy of the explosion is estimated to be about twice that of an average supernova. These preliminary results suggest that the original explosion was caused by the collapse of a massive star.
Image Credit: X-ray: NASA/CXC/Penn State/S. Park et al. Optical: NASA/STScI/UIUC/Y.H. Chu & R. Williams et al.
Image courtesy of NASA. NASA images are in the public domain and may be used for free, however certain restrictions may apply. This public domain image may not be used in any way suggesting approval or endorsement of any people appearing in the photos. Please read the NASA guidelines for use for more information and info about using the NASA insignia logo and other intellectual property that may appear in these NASA public domain images.
Stock photography by NASA Public Domain
Copyright: United States Government Works
* This is a public domain image
This image is available for free use,
"as is", with no warranty.
Link Text for 100 x 80 Pixel Image
Link Text for 300 x 240 Pixel Image
Free astronomy image - 300x240 pixels
Free astronomy image - 6000x4800 - No Linking!
Keywords: art print, art prints, clipart, clip art, graphic, graphics, image, images, picture, pictures, photo, photos, photograph, photographs, poster, posters, stock photo, stock photos, stock photography, web graphic, web graphics , astronomy, astrophotography, exploded star, explosion, free public domain, n49, nasa, nasa images, nasa public domain, nasa public domain photo, nasa public domain photos, national aeronautics and space administration, nova, public domain, star, super nova, supernova, supernova an exploded star


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منتديات حصن عمان > الأبراج التربوية > برج التقارير والبحوث > اللغة الإنجليزية
Education in Oman
حـــــوراء.**.الحصــن
مؤهلاتك بالحصن
عدد نقاط تميزك بالحصن : 109458
المستوى :
عدد زياراتك للحصن:
عدد المرفقات :
الحالة :
!.. رسائلي ..!
0 مواعيد تعديل واعتماد البرامج الدراسية وإنهاء إجراءات التسجيل بمؤسسات التعليم العالي
0 شـ]ــيء من نقــوشاتــي/لبنات الحصن الحلوات..
0 عندما أسجد لله لا اشعر أبدا بمسافة(السبع سماوات)
0 ::مدينة إرم ذات العماد::
0 الــدرس الرابع (المضارع المستمر*شرح*تمرين)...بإنتظاركمـ//
الاوسمة
مجموع الاوسمة: 11
Education in OmanFrom Wikipedia, the free encyclopediaJump to: navigation, search This article needs additional citations for verification.Please help improve this article by adding reliable references. Unsourced material may be challenged and removed. (October 2007) Education in Oman is provided free of charge up to the end of secondary education, though attendance is not mandatory at any level. In 1970 there were only three formal schools with 900 students in the whole country. Oman's national educational program expanded rapidly during the 1970s and the 1980s. In 2006–2007 about 560,000 students attended 1053 public schools. The number of students in private schools is about 20,000. There are also extensive programmes to combat adult illiteracy. Sultan Qaboos University, the only national university near Muscat, was founded in 1986 and in 2006 it had 13,500 students. The 2006 Human Development Report found adult literacy rate to be 81.4% in adults (older than 15) up from 54.7% and in 1990. For the same period youth (15-24) literacy rate increased from 85.6 to 97.3%. Public expenditure on education was reported to be 4.6% of GDP and 26.1% of total government spending.*******s [hide]1 Pre-school Education 2 Basic Education 3 Secondary Education 4 Higher Education 5 References 6 External links 6.1 Government 6.2 Universities 6.3 Public Colleges 6.4 Private Colleges 6.5 Private Schools [edit] Pre-school EducationPre school education is provided to children less than 6 years old. It is offered by the private sector and some public organizations. Supervision is the responsibility of the Ministry of Education and the Ministry of Social Affairs. Nursery enrollment is very limited and estimated to be only 1%. Kindergarten is available mostly in large cities and enrollment is estimated to be 15%.Attendance usually extends from 8:00 a.m. to 12:30 p.m., the teacher being free to organize this period as she deems appropriate between school learning and artistic and leisure activities.The Ministry of Education is in the process of finalizing the advanced curriculum for the kindergarten level, based on self-learning as a method and centered on the Omani child and on his/her environment, cultural heritage and civilization.[edit] Basic EducationIn 1997 the ministry began development work on a Basic Education programme to gradually replace the three level General Education system. The aim of the reform is to create a unified system covering the first ten years of schooling. Basic Education is organized into two cycles: the first cycle covers grades 1 to 4 and the second cycle covers grades 5 to 10. These two cycle are followed by two years of post-Basic Education system (secondary education). The first schools started to introduce the new system in the academic year 1998/1999.[edit] Secondary EducationLasts for three years.[edit] Higher EducationThe Omani higher education system is relatively young as the first public university in Oman, the Sultan Qaboos University was founded in 1986. Prior to the establishment of SQU, the government sent some students to pursue higher education studies in neighboring Arab countries like UAE, Kuwait, Jordan and Egypt. Also some students were awarded scholarships to study in the UK and America.Currently, the Ministry of Higher Education operates the SQU, Rustaq Education College for preparing teachers and five specialist colleges in Ibri, Nizwa, Salalah, Sohar and Sur (until recently all five used to be Education Colleges). The Law College and College of Banking and Financial Studies are also run by the Ministry of Higher Education. The Ministry of Manpower operates the Higher College of Technology in Muscat and five colleges of technology in Al-Mussana, Ibra, Nizwa, Salalah and Shinas. The Ministry of Health runs a number of health institutes to prepare assisting medical staff like nurses, paramedics and pharmacists.As the number of students finishing secondary school went up each year (44,000 are expected to finish in 2008), SQU and other public colleges became unable to cope with demand as places were limited.. Competition for acceptance in public higher teaching was (and still) very fierce. Since private colleges were very limited in the mid nineties, more and more parents sent their kids overseas to study in countries like UAE, Jordan and Egypt. The government became aware of the trend and decided to encourage the private sector to form universities and colleges in the country. The first private college was established in 1994. Since this date Oman has seen quite a lot of new foundations. Most of the colleges focus on business administration and computer sciences. They are usually affiliated with European, Australian or American institutions. The language of instruction is mainly English.As part of the eOman initiative, applications for 2006/2007 higher education (public and private) places have been merged under one unified online system (Higher Education Admissions Center). Each higher education institute publishes the minimum entry requirement for each of its degrees and the student selects his or her choices in order of preference. When the Ministry of Education publishes secondary school results in mid July, these results are fed automatically into the system and offers are made in early August. Prior to the new system, the students had to submit their papers to the different institutes by themselves after the publication of results. The process was very inconvenient for the students and the admission departments as there was very little time and students had to travel a lot.SQU and other private universities offer both Bachelor and Master degrees but not in all subjects. A Phd is not yet offered in the country. A Bachelor degree takes about five years as the first is spent studying English, the second studying relevant science subject and the last three years are dictated to core degree units. A medicine degree takes seven years. The public university is normally visited by Omani only. Expatriates go - as a general rule - to private universities or study abroad. Dhofar University is famous for welcoming international students.At the moment, colleges teach mostly in the undergraduate area. A few have started to offer Master degrees. At the colleges, the students receive their first vocational graduation. The first year ends normally with a "Higher National Certificate (HNC)". The second year conclude with the "Higher National Diploma (HND)". the third year will lead to an academic grade of a Bachelor.In the year 2003, Omani Ministry of Higher Education approved the merger of five private run colleges in order to form the Muscat University. However, the plan to merge Fire Safety Engineering College, Majan College, Modern College of Business & Science, Middle East College of Information Technology and Mazoon College for Management and Applied Sciences failed (source: Oman Observer 18.7.2005). Currently, there is some talk that the plan to form Muscat University may be revived.[
(الآن في البرج الإنجليزي )
*الدورة الشاملة لقواعد اللغة الإنجليزية*
تجدونها هنــــــــــــــــــــــــــــــــــــــــــــــــ ــــا*
حوراء الحصن
إرسال رسالة خاصة إلى حوراء الحصن
زيارة موقع حوراء الحصن المفضل
البحث عن المشاركات التي كتبها حوراء الحصن
تقـرير عن( weddings in oman ) حوراء الحصن اللغة الإنجليزية 0 01-12-2008 12:06 PM
we need rain in oman hidaya English tower 9 09-11-2007 02:19 AM
customs and traditions in oman حوراء الحصن English tower 9 15-05-2007 11:36 AM


The Lexus RX L, the 3-row version of the popular Lexus RX midsize crossover, was introduced for the 2018 model year. Instead of seating five like the popular RX, it now seats six or seven, depending on the configuration.
The third row is available in both the RX 350L and the RX 450hL hybrid. It's far from the only luxury 3-row midsize SUV on the market, but it is one of the least-expensive models you'll find.
We'll take a closer look at the RX L in several key categories, including cargo space, seating, and tech. We'll even compare it to a few of its closest rivals to see how it stacks up against other luxury midsize SUVs with seating for six or seven passengers.
Scores for any of the models mentioned in this slideshow can change as new information becomes available, so the rankings mentioned here might not match those mentioned in our other published reviews.
Read on to learn all about the RX L.
The 2019 RX L starts at $47,770 for front-wheel drive and $49,170 for all-wheel drive. The hybrid RX 450hL starts at $50,720.
Options and packages will add to these prices. A fully loaded RX L can top out over $60,000.
These prices are about average compared to the RX L's closest rivals in the segment, such as the Acura MDX, and far less than the prices of class-leading luxury midsize SUVs like the Tesla Model X and Porsche Cayenne.
Photo: Toyota Motor Sales, U.S.A.. Inc.
With all the seats up, there's 7.45 cubic feet of cargo space behind the rear seats of the Lexus RX L. With the third row folded, that expands to 23 cubic feet. With both rows of rear seats down, there's 58.5 cubic feet.
That puts the RX L on the low end of the scale for cargo space. The 2019 Acura MDX has 10 more cubic feet of space than the Lexus RX L, and the Acura is still below average for this class.
The 2019 Lexus RX L retains the RX line's high standard for interior quality and refinement. The base trim's interior design displays an attention to detail in the embossed, glossy trim pieces. Available Premium and Luxury packages offer upscale wood trim options, including matte bamboo and laser-etched gray sapele wood with aluminum trim.
The standard configuration of the Lexus RX L seats seven, with a 40/20/40 split bench seat in the middle row. Captain's chairs are available for the second row in the RX 350L and are standard in the RX 450hL, reducing seating to six but providing easier access to the third row. Leather upholstery is standard for the first and second rows.
In turning the RX into the RX L, Lexus extended the vehicle's body by just over 4 inches to provide more room for third-row passengers. The second row of seats sits a bit higher to provide more legroom for those behind. There are also cupholders and heating and cooling vents for the third row.
There are plenty of high-tech features in the 2019 RX L, including a standard 8-inch display with Bluetooth, USB ports, and voice recognition. Passengers will find an additional two USB ports for the middle row of seats. The Navigation Package ($2,145) upgrades the screen in the console to 12.3 inches and adds Lexus' Remote Touch Interface controller, which reviewers find difficult to use.
If you choose to add navigation, you'll also get the Enform Remote app, which allows you to control some vehicle functions from your smartphone or smart watch. You can start and stop the engine, lock and unlock the doors, and find your vehicle in the parking lot.
Unfortunately, Lexus doesn't offer Apple CarPlay or Android Auto in the 2019 RX L.
The 2019 Lexus RX 350L and 450hL have the same powertrains as the five-seat versions. The 350L has a 3.5-liter V6 that makes 295 horsepower; the 450hL uses the same V6 engine along with two electric motors for a total of 308 horsepower. Both engines provide strong acceleration.
The base RX L earns 19 mpg in the city and 26 on the highway, which is great for the class. Add all-wheel drive, and both ratings drop by 1 mpg.
The RX L hybrid earns 28 mpg on the highway and an impressive 29 mpg in the city.
The Lexus RX lineup is built for comfortable cruising, not fast cornering, and the family-friendly RX L is little different. All-wheel drive with active torque control is available for the RX 350L. The system varies torque distribution between the front and rear wheels depending on road conditions for enhanced traction.
All-wheel drive is standard for the RX 450hL, thanks to the electric motor mounted at the rear.
The 2019 RX L has the Lexus Safety System+ as standard equipment. It includes automatic emergency braking, adaptive high beams, and adaptive cruise control. Blind spot monitoring and rear cross-traffic braking are available, as is a surround-view monitor.
All 2019 RX models, including the L, come with Enform Safety Connect, which provides roadside assistance and emergency assistance, and Enform Service Connect, which provides service alerts for ten years.
The 2019 RX L received top ratings from the Insurance Institute for Highway Safety (IIHS) in every crash test and crash avoidance category.
The National Highway Traffic Safety Administration (NHTSA) gave the RX L a four-out-of-five rating.
The 2018 RX L received a 3.5 reliability score, which is slightly above average. The mechanically identical 2019 model should receive something similar.
The 2019 Acura MDX also has three rows and a hybrid option. It has a comparable price point, and the MDX and RX often fall near each other in the U.S. News rankings of luxury midsize SUVs. The MDX has Apple CarPlay and Android Auto, which the RX L does not offer. Otherwise, they are quite similar.
The pricier 2019 BMW X5 has an optional third row, but it is a tight fit – even for kids. The RX L has more standard features, but the X5 has more cargo capacity when both rows of rear seats are folded. The real advantage of the X5 is its sports-car-like handling, which the RX L doesn't achieve.
The 2019 Audi Q7 is a seven-seater with loads of cargo space. The Q7's starting price is higher than the RX L's, but the Audi's refined interior and smooth handling makes for stiff competition.
We've included additional photos of the Lexus RX L on the following pages.
For more shopping tools from U.S. News & World Report, see the following page.
If you're planning to buy the RX L or another Lexus, take a look at our best Lexus deals page. If you're interested in a different vehicle, check out our best lease deals and financing deals pages, where we feature manufacturers' best incentives each month.
When you're ready to buy, be sure to use the U.S. News Best Price Program to find the dealership in your area offering the lowest prices. Shoppers who use the program save an average of over $3,000 off their new car purchase.


Bois Bourdet is a beautifully restored 18th-century farmhouse set in six acres of secluded grounds, amidst the lovely countryside of the Poitou-Charentes region of France with amenities and attractions close by. Offering total comfort and relaxation, the farmhouse and two barns have been converted into luxurious holiday accommodation for both self-catering and Bed & Breakfast guests. All three properties have been equipped and modernised to an exceptional standard, yet still retain their original character and charm.
Come and enjoy the beautiful unspoilt countryside, historic towns and villages, the lifestyle and the delicious food and wine that this lovely region has to offer. We look forward to welcoming you to Bois Bourdet very soon.


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Fangcun Station () is a station on Line 1 of the Guangzhou Metro that started operation on 28June 1997. It will be served by Line 11 and Line 22 in future.

It is situated under the junction of Huadi Avenue North () and Fangcun Avenue Middle () in Fangcun in the Liwan District. The station has four main exits (A-D) at each of the four corners of the concourse. There are two platforms on an island linked to the concourse by two banks of escalators and two stairways. Facilities include an ATM and a convenience store. The station is popular with revellers visiting the popular Bai'etan riverside bar street on Changdi Street approx 10 minutes walk from the station, as well as shoppers going to the large  superstore located nearby.

Transport connections

There are several bus stops nearby including the Fangcun Interchange station on Huadi Dadao at the southern entrance to the Zhujiang Tunnel, which is a major hub for cross-river buses. The Fangcun-Huangsha foot/cycle ferry runs from nearby Changdi Road. There is a staffed bicycle park outside Exit B of the station.

Station layout

Exits

References

Railway stations in China opened in 1997
Guangzhou Metro stations in Liwan District

redpajama_set_name: RedPajamaWikipedia


Through stage 3 mesothelioma and a stroke, she has been by his side unfailingly.
Sleeps in the hospital rooms with him. And on the sofa next him while at home.
Reads the Bible to him every morning.
Together they have witnessed to and prayed for more nurses, doctors and patients who have crossed our path in the last six months than I have in my entire life. I have been blessed to see them in action, representing Christ's unfailing love to everyone around them. It's made me want to be like them. Opened my heart to souls needing more. It's inspiring to watch a very sick man lifting prayers for so many others. I'm awestruck watching my mom loving my dad "til death do us part" and yet loving God even more.
Happy Mother's Days is not quite enough.
Update: I'm sorry that it's been so long since I have posted anything to my blog. It's been a whirlwind of hospitals lately but I have been trying to do quick updates on my facebook page so please follow along there if you don't see anything here. Dad is coming up on his last chemo this week and then we will head into Madison on June 4th to schedule the surgery to have his right lung removed. He is very weak and is sleeping a lot. But his vitals and levels have been good. He had a brain stem stroke on March 4th and does have some deficits from that but has good therapists and is making improvements. Mostly his vision and balance were affected but he also has some confusion. We aren't sure but we have reason to hope that after the surgery, when chemo & meds aren't exaggerating everything that those deficits will improve. The medical teams say it's a miracle that he's doing as well as he is. Although he is weak, he is unfailing. He's growing anxious to get beyond this and is in good spirits.
How you can help: Pray. Because God is unfailing and He is not weak. Specifically, you could pray that dad gets through this last chemo strong enough to withstand a very major surgery. And pray for energy for mom and Steve & I.
Your story is heartbreaking not only for the illness but also for the love for each other and others. I will pray for them.
Your Dad and Mom are in my prayers, my darling. Be strong for them dear. Be 'there' for them. Inshallah, Allah swt will comfort him with strength and good health.
I will pray for your dad.... and your wonderful caring mom. That's what life is all about being able to support one another. I will offer a Rosary for your dad, mom, you and your husband and pray Jesus places his healing hand on your dad. God bless you all.
I enjoyed this post more than any other you have ever done. I am grateful for the example your parents are setting and the love of God showing through their lives. Anyone can talk it but few walk it.


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Home Analysis George Tanner at Morecambe 2019/20 – scout report
George Tanner at Morecambe 2019/20 – scout report
Edward Walker
Carlisle United have gone through a major squad overhaul this summer. The team three divisions below EPL champions Liverpool have brought in many promising signings. The standout name here could well be George Tanner. The 20-year-old came through at Manchester United. 2019-20 saw him spend the first half of the season on loan at Morecambe, and the second half of the season on loan at Salford City. Whilst he did not play a minute for Salford, he was very impressive with the Shrimps. That string of performances showed the potential Tanner has, and now permanently at Carlisle, he could get the chance to show it even more.
This scout report will provide a tactical analysis of Tanner's spell at Morecambe. The analysis will look at how Tanner fitted into the Shrimps' tactics and the areas of his game that he both excels in and needs to improve in.
Role In The Team
George Tanner is primarily a right-back, though can play further up the flank. He is also an accomplished left-back, showcasing his excellent versatility. 14 of his 23 league starts for Morecambe came at right-back. Five were further forward on the right flank. The remaining four came in the left-back role.
The image above shows Tanner's heatmap. The warmer the colour, the more often the 20-year-old was positioned there. The heatmap clearly shows Tanner's tendency to push forward up the right flank. He wants to get forward on the overlap and affect the game in the final third of the pitch. At the same time though, the 20-year-old is aware of his defensive duties and looks to track back when possible.
Tanner's excellent physical qualities enable him to do this. He possesses superb stamina, but is also smart with regards to conserving his energy for sprints. The modern full-back is expected to commit to all phases of play. They usually occupy the entire flank for themselves, with inverted wingers coming more infield. George Tanner fits the bill of the modern professional full-back perfectly. At the age of just 20, he still has plenty of potential as well. Carlisle United have an exceptional talent on their hands.
Recoveries and Defensive Duels
Though attack-minded, George Tanner's defensive contributions are very noteworthy. The graph below shows the 20-year-old's ball recoveries over the last 12 month period.
Tanner had an average of 9.1 recoveries every 90 minutes whilst with Morecambe. The vast majority of these understandably came in his own third.
Most of his central third and final third recoveries came as a result of counterpressing. This is the process of trying to win back the ball immediately after losing possession. As Tanner's heatmap earlier showed, the full-back's average position was around the half-way line. His relatively high position leaves him in the ideal place to counter press and win possession of the ball upfield.
A great example of Tanner counterpressing is shown below. It comes ina game away at Colchester United.
Morecambe lose possession inside the opposition half. Tanner is initially forwards having made an overlap. Quickly looking to close down space, the 20-year-old makes a recovery run past the ball. His movement is then out to the wing, and from there he takes possession off of Colchester's Callum Harriott. Tanner's recovery run not only wins back possession, but prevents Harriott from carrying the ball upfield by blocking the space in front of him. Carlisle United will greatly benefit from having a full-back who is this intelligent when counterpressing.
If not given the opportunity for a successful counter press, Tanner will drop into the backline and create a rigid unit. His role in this situation is to monitor his most direct opponent, usually the opposing left-winger. This is something Tanner is certainly capable of doing. The 20-year-old had an average of 9.14 successful defensive duels in the first third. The vast majority of these came out on the right flank. This is a very impressive average for a player who looks to commit to the attacking phase as often as possible. With a total success rate of 56.25% from all his attempted defensive duels, George Tanner looks an accomplished League Two defender. He should be a great fit to the Cumbrian club's backline.
Ball Distribution
Across the last 12 months, Tanner had an average of 32.73 passes per 90 minutes with 72.94% accuracy. On average, just 7.35 of these passes were progressive.
The graph above shows Tanner's passing accuracy and length in key areas. What becomes immediately clear is that Tanner's passing is most accurate when just inside the opposition half. This is in part down to his high natural position up the right flank. The 20-year-old's passing accuracy decreases when passing progressively. This is mainly due to opposition players blocking off forward options.
As the below example shows, George Tanner is also sensible when with the ball in his own half. He knows that as a full-back, a loss of possession could lead to the opposition having a clear route to goal.
Even before receiving the pass, Tanner is closed down by Colchester's Callum Harriott. Recognising this, Tanner quickly plays the ball back to his nearby team mate. Immediately afterwards, Tanner runs backwards and out to the touchline. These two actions change the shape of the players on the pitch and open up new passing opportunities for both Tanner and his team mates. Even without playing a forward pass, Tanner has created an opportunity to progress the ball by taking a few steps back from where he first was.
Tanner's passing is relatively short range when in his own half and the middle third. When in the final third, he will look to cross and provide longer range, cross-field passes.
The image above shows Tanner's crosses over the last 12 months. The 20-year-old had an average of 2.53 crosses per 90 minutes, but only 0.73 on average were accurate. The majority of Tanner's successful crosses went deep towards the other side of the penalty area. Out here, the receiving player is usually on the blindside of their closest opponent. They are able to either control the cross unmarked, or use their momentum to run onto the cross from deep and win the ball in the air.
Whilst Tanner's high crosses tend to be aimed towards the far end of the penalty area, his low crosses aim to reach players closer to him. The example below comes away at Colchester United.
Tanner's opportunity for a low cross comes from an excellent underlap of Lewis Alessandra. Stood next to the byline, Tanner quickly notices Cole Stockton running from the centre of the box to the near post. The full-back picks him out with a low, driven cross that heads backwards from where it originally came. Stockton gets to the cross, and his low shot forces a save from Colchester's Dean Gerken.
Tanner's crossing ability is still raw at his young age, but he can prove very useful for Carlisle United this season. His ability to overlap and underlap the winger ahead of him will greatly benefit the Cumbrians during matches.
As a player who likes to get forward as often as possible, Tanner gets plenty of opportunities to show how accomplished a dribbler he is. The image below shows his dribble numbers over the last 12 months.
Tanner had an average of 3.27 dribbles per 90 minutes, with a 79.5% success rate. The majoruty of his dribbles came in the final third when his direct opponent was a left-back. With an 82.4% success rate here, he would almost always beat his opponent when upfield.
An example of his dribbling ability is shown below. It comes from a game at home to Oldham Athletic.
Tanner is comfortable facing up to an opponent when one-v-one. Initially front-on, Tanner uses his excellent acceleration and agility to quickly change direction and get past his opponent. Close to the line and leading with his stronger right foot, he is then in a position when he can either cross or further carry the ball into the penalty area.
The 20-year-old's composure and tendency to dribble in the final third will prove incredibly useful to Carlisle's attacking play. Utilising the overlap or underlap past players like Omari Patrick, Tanner could find himself presented with plenty of dribbling opportunities whilst with the Cumbrians.
General Areas Of Improvement
Of course at just 20-years-old, George Tanner's game is not yet perfect. There are still several areas that can certainly improve on whilst under contract at Carlisle United.
The article has already recognised how good Tanner's defensive contribution is, particularly around the first third of the pitch. Despite this, the 20-year-old does still loss a notable number of defensive duels within range of his own team's goal. Tanner's total of 62 lost defensive duels in his own third averages out to 3.43 every 90 minutes. One very notable lost duel came within yards of his team's goal, and resulted in the opposition scoring.
Tanner's new club are hoping to improve on a disappointing 2019-20 league campaign. For this to happen, Tanner's will want to improve his success rate when it comes to defensive duels. 56.25% is an already solid number, but to fulfil his potential and match Carlisle's future ambition, he will want to be more successful when competing against an opponent.
As a player who likes to get forward whenever possible, Tanner's progressive run statistics are also an area of improvement. The 20-year-old averages 1.96 progressive runs every 90 minutes. 71.7% of the time though, these runs end with a loss of possession. This comes through either being tackled or carrying the ball out of play.
As a full-back, there are plenty of opportunities during a game for Tanner to progress the ball up the flank. His low success rate however indicates that this is one of the key areas of his game that still needs to improve. Decision-making plays a big part here. His ability to recognise the positioning of players around him will aid in choosing whether an accurate pass, shot, or further touches of the ball is the best outcome for retaining possession.
When George Tanner does enter the final third, he will on occasion look to have a shot at goal. The full-back has attempted 20 shots over the last 12 months. He has so far failed to score from any of them though. This is in part due to them being from tight angles out on either flank, and in positions that require high levels of accuracy and curve in order to beat the goalkeeper. Whilst it is encouraging to see the 20-year-old get forward and have attempts at goal, a number of his shots have come from positions where a pass or cross into the penalty area would have been a much more suitable option. Much like with his progressive runs, his decision-making at the end of final third actions is a notable area that needs improvement.
Among the abundance of new Carlisle United signings is 20-year-old George Tanner. The former Manchester United product is a promising full-back who can operate on either side. He showed his ability and potential with an excellent loan spell at Morecambe, and is now permanently at Brunton Park.
An accomplished defender, Tanner has excellent physiological qualities that allow him to both join the attack and track back to form part of the defensive unit. He is an excellent player for a counterpressing system, and excels at the overlap and underlap when his team is in possession.
At the still tender age of just 20, there are still areas of his game that can improve. His decision-making in the final third, particularly after progressive runs and dribbles, is not always correct. Joining a club who have long-term ambitions of getting back into the third tier, Tanner will also want to improve his already impressive defensive contribution. In particular, the 20-year-old will want to increase his success rate with defensive duels, as his failure to win the ball has proved costly to former clubs in the pass.
As a player just beginning his career though, George Tanner already looks one of League Two's leading full-backs. Carlisle currently have him under contract until June 2022. By the time that contract is up, Tanner will be 22, and well on his way to becoming a player who should feature much higher up the English pyramid. The defender is certainly one that clubs should and will keep an eye on.
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Global Marketing: Foreign Entry, Local Marketing & Global Management
Johansson, J.K.,5/e (United States, McGraw-Hill Irwin, 2009)
Select a Chapter 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
The Global Marketing Task
CORRUPTION: THE INTERNATIONAL EVOLUTION OF NEW MANAGEMENT CHALLENGES
David W. Conklin
Many countries have become increasingly concerned with the subject of corruption, and managers today must deal with changes in ethical norms and laws. New laws and international agreements seek to create a worldwide shift towards the reduction of corruption, and so management responsibilities are continually evolving. Both Transparency International and the World Bank provide estimates of the relative pervasiveness of corruption in different countries. Yet this subject is ambiguous and complex, creating significant challenges for managers. Both Volkswagen and Siemens have recently experienced public criticism and legal prosecution over corruption issues, some relating to internal and inter-corporate relations. Some cultures appear to accept corrupt practices as part of normal business-government relations. In China, guanxi is widely seen as a requirement for business success with the establishment of personal relationships that include an ongoing exchange of gifts and personal favours. Some managers may argue that the giving of gifts is acceptable, that bribes to expedite decisions may be necessary, and that only certain types of bribes should be seen as inappropriate corruption. However, this perspective involves the difficulty of drawing a line to guide decisions of corporate employees, and for many managers it is now necessary to implement clear corporate guidelines in regard to what they consider to be corruption. In this context, some managers may decide to avoid investing in certain countries until the culture of corruption has changed.
Issues: Globalization; International Business; Business and Society
QUEST FOODS ASIA PACIFIC AND THE CRM INITIATIVE
Allen Morrison, Donna Everatt
Quest Foods International is one of the world's largest manufacturers of fragrances, flavors and textures for the food, beverage and consumer products industries. Quest Foods' regional vice-president is in the process of implementing a business process re-engineering project for the company. His current efforts focus on developing an information technology-based customer relationship management (CRM) system that he believes could give the company a sustainable competitive advantage with customers in the region and throughout the world. His ultimate goal is to bring Quest to the next phase of e-business. Despite high ambitions, his initiatives are making little headway. Internal opposition to change is significant and some key customers are growing concerned that Quest's CRM plans might miss the mark. Faced with considerable time and resource pressures, he is wondering how to set priorities and where to focus his energies.
Issues: International Business; Leveraging Information Technology; Business Process Re-Engineering; Customer Relations
Cultural Foundations
CAMBRIDGE LABORATORIES: PROTEOMICS
Henry W. Lane, Dennis Shaughnessy, David T.A. Wesley
Cambridge Laboratories is essentially a fee-for-service provider of laboratory tests. It spends less than 0.5 per cent of revenues on research and development and holds relatively few patents for a biotech company. It now has an opportunity to invest $5 million to establish a joint venture with an Australian proteomics company that operates on a drug discovery (royalty) model. The founder of this company believed that his technology could eventually result in the discovery of new drugs that would generate significant royalties. While the proteomics firm has superb technology, some of the intellectual leaders in the field on its staff, and partnerships with some impressive companies, its technology is yet unproven. Cambridge Labs is also concerned that its existing relationships with big pharmaceutical companies could be jeopardized if it begins to take an intellectual property position in proteomics. In addition, the Australian company consists primarily of PhDs in molecular biology, while Cambridge Labs is dominated by business executives whose primary focus is generating strong financial returns for shareholders. The cultural differences between an Australian science-oriented laboratory and a publicly traded American outsourcing company become apparent during the negotiation phase of the joint venture proposal. Students are asked to evaluate the joint venture and consider whether the cultural and strategic differences can be reconciled.
Issues: Joint Ventures; Biotechnology Management; Cross Cultural Management; Patents; Northeastern
Country Attractiveness
PHIL CHAN (A)
Paul W. Beamish, Jean-Louis Schaan
The case deals with a scam that has been run out of Nigeria since 1990. In it, foreign companies are approached for their assistance in facilitating an international transfer of funds in order to receive a very large but unearned commission. In the case, a Hong Kong-based manager who is travelling to Nigeria is unaware that he is walking into a situation where his company is about to be cheated. The objective of the case is to raise the issue of ethics in the conduct of international business. A follow-up case (9A98M023) is available.
Issues: Negotiation; Human Behaviour; Ethical Issues; Personal Values
Export Expansion
Licensing, Strategic Alliances, FDI
NES CHINA: BUSINESS ETHICS (A)
Joerg Dietz, Xin Zhang
NES is one of Germany's largest industrial manufacturing groups. The company wants to set up a holding company to facilitate its manufacturing activities in China. They have authorized representatives in their Beijing office to draw up the holding company application and to negotiate with the Chinese government for terms of this agreement. In order to maximize their chances of having their application accepted, the NES team in Beijing hires a government affairs coordinator who is a native Chinese and whose professional background has familiarized her with Chinese ways of doing business. NES's government affairs coordinator finds herself in a difficult position when she proposes that gifts should be given to government officials in order to establish a working relationship that will better NES's chance of having its application approved. This method of doing business is quite common in China. The other members of the NES team are shocked at what would be considered bribery and a criminal offence in their country. The coordinator must find a practical way to bridge the gap between working within accepted business practices in China and respecting her employers' code of business ethics. The complementary (B) case (9B01C030) gives a brief summary of the eventual solution to this problem.
Issues: China; Ethical Issues; Cross Cultural Management; Management Behaviour; International Business
Understanding Local Customers
GPS-TO-GO TAKES ON GARMIN
Donald A. Pillittere
GPS-to-GO is a successful company that has a wealth of brilliant researchers and scientists who have created advanced global positioning systems (GPSs) for complex air-traffic control and logistics systems. Now, the vision of one of the up and coming managers is to use GPS-to-GO's knowledge to dominate the consumer market with premium-priced and feature-rich GPS units. Even though GPS-to-GO is far ahead in terms of GPS technology, the consumer market demands low-cost units and yearly follow-on products, which requires drastically different skills than GPS-to-GO's typical five- to 10-year cost-plus government projects. One of the managers is tasked with how to meet the cost target and market window for the new product, while working with the same engineering group that caused the unit manufacturing problem and launch delays in the first place. The key issues concern 1) engineering-centric companies and their culture, business strategies and processes for managing new product development 2) the implications these strategies and processes have on addressing the needs of customers, shareholders and employees in a totally new market segment 3) the role managers can play in making critical decisions with a keen eye on roadblocks to success, such as culture, inadequate skills and overly optimistic and myopic visionaries. The case includes an Excel spreadsheet with break-even scenarios that professors can use to complement the teaching note. The case is intended for courses in managing new product commercialization, managing technology and innovation, strategic thinking, operations management and leadership.
Issues: Costs; Break-Even Analysis; Management Behaviour; Manufacturing Strategy; Corporate Culture; New Product Development; Change Management; Management Style
KIDS MARKET CONSULTING
Paul W. Beamish, Stephanie Taylor, Oleksiy Vynogradov
The founder of Kids Market Consulting, a market research firm dedicated to the kids, tweens and teens segment, was faced with increasing competition and slowing revenue, and was exploring a variety of possibilities for the future strategic direction of the business. In particular, she had to formulate the best plan for protecting the niche market and decide how aggressively to pursue expansion. In addition, there was the existing relationship with her business partner, and Kids Market Consulting was part of his group of marketing firms. Any changes the founder chose had to respect this relationship and she was therefore restricted to a limited number of options. The over-arching corporate objective for the company was to defend the market from larger businesses who were trying to increase their share of the market research industry.
Issues: Strategic Change; Strategy Development; Strategic Planning; Market Analysis
Local Marketing in Mature Markets
MICROSOFT AND THE XBOX 360 RING OF DEATH
The case chronicles Microsoft's difficulties with the Xbox 360 home video game console. Microsoft launched the Xbox 360 one year ahead of the competition, and used its advantage to gain a solid lead in the market for next generation video game consoles. Despite early technical problems, users were willing to accept a certain degree of unreliability because the Xbox 360 was the only high definition console on the market. Microsoft also had valuable game franchises. To play any of the exclusive video game content available for the Xbox 360, users had no choice but to buy a system. However, Microsoft's early lead quickly disappeared after Nintendo's Wii become all the rage, especially among families and casual gamers. Sony also began to catch up to its Redmond rival following media reports that the PlayStation 3 was far more reliable. When Toshiba abandoned HD-DVD, a high definition movie format supported by Microsoft, Sony's Blu-Ray players (including the PlayStation3) became the de facto standard. Finally, Sony began to release its own exclusive games and began to quickly close the gap between its online service and Microsoft's Xbox Live. Microsoft's inability to resolve the quality problems that had plagued the Xbox 360 since its launch caused a loss of goodwill among its core customers. By extending the console's warranty to an unprecedented three years, Microsoft was able to allay the fears of some buyers. Nevertheless, by the end of the case, Microsoft has fallen to second place in overall console sales and third place in monthly sales. Moreover, it was unable to reverse the huge losses that Microsoft's gaming division had incurred every year since the launch of the original Xbox. The case may be used with The Launch of the Sony PlayStation 3 (Ivey case 9B07A014) and A Note on Computer Games (Ivey case 9B07A013).
Issues: Production Management/Control; Market Strategy; Quality Control; Product Design/Development; Northeastern
A FAMILY OF BRAND CANNIBALS? THE CASE OF OMNICOM AND INTERBRAND
Matthew Thomson, Jared Breski
The differences between specialized marketing agencies become blurred as clients increasingly expect these agencies to provide a more comprehensive portfolio of service offerings. The case thrusts students into the roles of three different marketing leaders: the chief executive officer (CEO) of Interbrand (the world's leading brand consultancy), the CEO of DDB Worldwide (the world's largest advertising agency) and the CEO of Omnicom (the world's largest media conglomerate and the parent company of both Interbrand and DDB Worldwide). These leaders are about to meet to discuss the future of the marketing industry, focusing specifically on how the industry's future direction will affect Omnicom's strategic plans. The two agency CEOs will need to defend their own company's value proposition. Will their respective arguments be enough to escape elimination on the Omnicom chopping block?
Issues: Advertising versus branding; communications; public relations; consumer-packaged goods; strategic consulting
Local Marketing in New Growth Markets
Local Marketing in Emerging Markets
KTM - READY TO RACE
Charlene Zietsma, Rob Wong
KTM is a successful European off-road motorcycle manufacturer with sales in 72 countries. KTM has been experiencing impressive growth in both its top and bottom lines over the past several years, but it is facing significant growth pressure from its venture capitalist investor. The chief financial officer must determine how the company could achieve its growth objectives. Options include geographic expansion (increase U.S. emphasis, or expansion to new European Union countries) or product expansion. Implementation options include a merger, acquisition or internal growth. Several opportunities for geographic expansion and product diversification exist, and implementation options include make, buy or ally decisions.
Issues: Corporate Strategy; New Products; International Business; Diversification
Global Products and Services
TOYOTA: DRIVING THE MAINSTREAM MARKET TO PURCHASE HYBRID ELECTRIC VEHICLES
Jeff Saperstein, Jennifer Nelson
Toyota is a large, international automobile manufacturer headquartered in Japan, with plans to become the largest worldwide automaker, striving for 15 per cent of global sales. Toyota is committing itself to be the leader of the hybrid-electric automotive industry, and is relying on changes in the industry and customer perceptions to bring its plan to fruition. Toyota's challenge is to develop consumer attitude and purchase intent, from an early adopter, niche market model into universal mainstream acceptance.
Issues: Consumer Behaviour; Product Design/Development; Multinational; Marketing Management
Global Branding
DO IT SHOW: A NEW MOBILE COMMUNICATIONS SERVICE IN KOREA
Youngchan Kim, Changjo Yoo
This case presents points of contention and issues in the brand launch of a new telecommunication service of KTF, one of Korea's mobile telecommunication companies. As the second-place player in the 2G service market, which offered voice and text-messaging services, KTF decided to be the number one player in the new 3G service market, which offered stable video communication and high-speed data transmission as well as voice and text-messaging services. To do so, KTF developed a new brand, called SHOW, and implemented various integrated marketing communication (IMC) strategies to attract customers. After only four months since its launch, KTF had successfully attracted more than one million members. Several critical points for successfully launching a new brand in the mobile telecommunication service can be determined from this case. The introduction highlights the success of KTF's new brand launch strategy. Then the mobile telecommunication service market situation in South Korea is summarized. The next section provides a brief explanation of KTF and its new brand launch strategy in the 3G service market, covering topics from the market survey for 3G service to the brand-building processes. This is followed by an examination of how KTF used marketing-integrated communication for its new SHOW 3G service brand. Finally, the competitor's reaction to KTF's successful brand launch is summarized.
Issues: Mobile Communication Industry; Brands; New Brand Launching Strategy; Integrated Marketing Strategy; Ivey/Yonsei
Elizabeth M.A. Grasby, Marsha Watson
The executive committee of SaskTel had recently approved a proposal to launch its LifeState health monitoring system to the Canadian marketplace. The company's senior director of marketing must develop a marketing plan, including distribution and promotion, for the proposed product launch in six months' time. She will have to make decisions quickly in order to present a proposal to the executive committee within two weeks.
Issues: Marketing Communication; Marketing Channels; Market Analysis; Market Strategy
Difficulty: 1 - Introductory
Global Advertising
Global Promotion, E-Commerce, and Personal Selling
Organizing for Global Marketing
MAJESTICA HOTEL IN SHANGHAI?
Paul W. Beamish, Jane W. Lu
Majestica Hotels Inc., a leading European operator of luxury hotels, was trying to reach an agreement with Commercial Properties of Shanghai regarding the management contract for a new hotel in Shanghai. A series of issues require resolution for the deal to proceed, including length of contract term, name, staffing and many other control issues. Majestica was reluctant to make further concessions for fear that doing so might jeopardize its service culture, arguably the key success factor in this industry. At issue was whether Majestica should adopt a contingency approach and relax its operating philosophy, or stick to its principles, even if it meant not entering a lucrative market.
Issues: China; Market Entry; Negotiation; Control Systems; Corporate Culture
STELLA ARTOIS IN THE U.K.
Stella Artois, Interbrew company's flagship brand of beer, has experienced phenomenal success on the international market. The United Kingdom market has played a critical role in that success, and Interbrew needs to assess the reasons for this. Interbrew's managing director and its chief marketing officer are meeting to have a discussion about how to proceed in developing the Stella Artois brand. First, they need to understand what part of the company's success was due to expert marketing practices and what part might possibly be due to being in the right place at the right time. As well, they want to assess what possible steps might be taken to spread these practices across the corporation for use in the company's global marketing strategy.
Issues: Brand Management; European Market; Product Strategy; Consumer Marketing


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Nel suo libro Predictive Inference: An Introduction(1993), Geisser sostiene che l'interferenza statistica convenzionale dei parametri inosservabili della popolazione equivalga a inferenze su cose che non esistono. (Per un piccolo esempio del vasto argomento quale è l'interferenza statistica predittiva vedi intervallo di predizione.)

Geisser testimoniò come esperto sull'interpretazione di sequenze del DNA in più di 100 processi civili e penali. Egli sostenne che il pubblico ministero spesso fa affidamento su modelli statistici poco stringenti. Su quell'argomento, scrisse l'articolo Statistics, Litigation and Conduct Unbecoming contenuto nel libro Statistical Science in the Courtroom, edito da Joe Gastwirth (Springer Verlag, 2000).

Biografia

Nato a New York, presso il City College di New York divenne graduated nel 1950 e dalla University of North Carolina presso Chapel Hill ottenne il MA nel 1952 e il Ph.D. sotto la supervisione di Harold Hotelling  nel 1955.  Nel 1965 ha fondato il Dipartimento di statistica della State University of New York a Buffalo; nel 1971, ha fondato la Scuola di Statistica presso l'Università del Minnesota e di questa fu direttore per più 30 anni.

Opere

 Predictive Inference: An Introduction, CRC Press, 1993
 Modes of Parametric Statistical Inference, Wiley, 2006

Geisser fu anche il principale curatore di numerosi libri scritti da più autori e dei quali fu coautore.

Necrologio
 Donald A. Berry (2005) Seymour Geisser, 1929–2004, Journal of the Royal Statistical Society Series A, Volume 168 pp. 245–6.

Collegamenti esterni


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THE WELL SERIES
Body & Body Image
Race & Intersectionality
SHOP CORA
The Toddler Blues: When Postpartum Depression Symptoms Surface Late
Written by Monica Weymouth
I would never admit this to a struggling, sleep-deprived new mother, but I'll tell you: My baby was easy.
Even as a newborn, Matilda slept reasonably well. She rarely cried, and when she did, she was easy to console. Whereas I was nervous about nursing, Mattie latched right on and never looked back.
Which was a pleasant surprise—emphasis on the surprise.
Friends had warned me about how hard the first couple of months would be, about the stress, exhaustion, and loneliness that come along with caring for a baby. My doctor had prepared me to look out for postpartum depression symptoms, and nurses on the maternity ward evaluated my mood daily. The first week home from the hospital, my mom came over every day, allegedly to help as I recovered from a C-section—but in reality, to make sure I was holding up emotionally.
There were difficult moments, sure, but mostly I couldn't believe that I got three months off from work to binge-watch Netflix with such an agreeable little creature. I found myself thinking, "I must be naturally good at this motherhood thing."
And then toddlerhood arrived.
When the Twos Are Truly Terrible
"It's only after having a toddler that you look back and say, 'Oh, babies are easy.'"
These are the wise words of Dr. Harvey Karp. This interview is the first time we're speaking, but I've known his name for quite some time.
Dr. Karp's book, The Happiest Baby on the Block, is a parenting classic and a mainstay on baby registries. Before going on maternity leave, a former coworker handed me her copy reverently, referring to it as the "sleep bible." I never reached for it, but by the time my daughter arrived, there were three copies on my bookshelf should I have needed any newborn advice.
So why had I never heard about his follow-up book, The Happiest Toddler on the Block? Because like many first-time parents, I wasn't aware that babies turn into werewolves around 18 months old.
"You don't expect it. You're mentally prepared for the stress of having a baby, and everyone tells you, 'it gets easier.' But that's not what happens," says Karp. "It's more like a roller coaster. You go through periods where things are easier, but then the house of cards collapses."
"Collapses" is a gentler word than I would choose on some days. Dr. Karp and I are speaking at 2 p.m. while my daughter is napping. This is what my morning looked like:
7:30 a.m.: Matilda is delighted to be eating apples for breakfast—until I tell her the apples are, in fact, pears. A nuclear meltdown ensues.
8:30 a.m.: You've never truly been gaslighted until a 20-month-old pours milk in your new boots, then waddles over to plant a kiss on your cheek.
10 a.m.: After a half hour of trying to coax Matilda into wearing shoes, we leave the house barefoot. It is 40 degrees outside.
10:01 a.m.: In the same breath, my neighbor asks me 1) when Matilda is getting a sibling, 2) why she isn't wearing shoes, 3) if I plan to do something about the leaves in my yard. I smile while making a plan to poison her rose garden.
11:30 a.m.: Matilda hands me her dirty diaper. She is still wearing her pants. I will spend the rest of my day trying to figure out this act of sorcery.
"Toddlers blindside people and make them think, 'I'm not doing a good job,'" says Karp. "It's not surprising that many mothers feel anxious or depressed during this journey—misalignment of expectations coupled with having a person scream at you all day will do that."
Changing the Discussion Around Postpartum Depression
I'm not clinically depressed. For whatever reason, my brain doesn't go there, and I feel incredibly lucky for winning this particular grey matter lottery. But it's easy—very, very, easy—for me to see how toddlerhood and mental health are at odds.
Raising a toddler routinely pushes me to my emotional limits, making me question my capabilities and sanity every hour, on the hour.
I know I'm not alone. When I dig a little deeper than the usual polite playground talk, other mothers confess they're more than tired, that this is bigger than the "terrible twos," that the "fun part" can be … well, kind of a nightmare.
What confuses me is, why aren't we talking about this? Why did I know so much about postpartum depression symptoms, but feel wholly unprepared for toddlerhood?
Fortunately, that discussion might be changing.
"Most experts now agree that the term 'postpartum depression' is somewhat restrictive, and suggests that the condition is time-limited," says Karen Kleiman, founder and director of the Postpartum Stress Center, as well as the author of books including Good Moms Have Scary Thoughts. "We used to say that women were most at risk for postpartum mood and anxiety symptoms between three weeks and three months postpartum. As more studies are carried out, we are learning that symptoms of depression and anxiety can surface anywhere along a spectrum experiences and emotions."
Understanding 'Delayed' Postpartum Depression Symptoms
Sometimes referred to as "late-onset" or "delayed" postpartum depression, the medical community commonly refers to symptoms experienced after the first year of motherhood as "maternal depression."
"It's difficult to say, with certainty, how common late-onset postpartum depression occurs," says Kleiman. "But what we do know is that the spectrum of postpartum distress stretches further than we previously understood, bringing attention to the fact that women are struggling longer and well beyond the first postpartum year."
Toddlers, while overwhelming, aren't exactly to blame. Rather, it's the complex intersection of modern living, personal relationships, and biology.
Contributing factors to maternal anxiety and depression include the following, says Kleiman:
Genetic predisposition
Work and financial stress
Relationships with partners and support networks
Hormonal fluctuations associated with birth, breastfeeding, and weaning
When to Get Help for Maternal & Postpartum Depression Symptoms
While a certain amount of stress and frustration is almost synonymous with parenthood, it's important to recognize when the feelings of anxiety, hopelessness, irritability, and fatigue are consistent and overwhelming.
"One of the things we often say is that it is not the emotion itself that is the problem. It's the frequency, intensity, and duration of the emotion," says Kleiman. "Every new mother cries. All new mothers feel overwhelmed. Every new mother is exhausted. But if she is crying all day, if she is so overwhelmed she is unable to function, or if her fatigue interferes with her ability to get through the day, that's too much distress."
But of course, when you're depressed, it can be difficult to advocate for yourself. Women need families and support networks to stay vigilant after the first few weeks of motherhood, says Kleiman.
"We ask families to be alert for signs that mom is not functioning the way she would like or the way she expected to," says Kleiman. "When symptoms of distress occur later in the postpartum period, families are less inclined to be looking for it and mom may be better at disguising it."
Treatment for postpartum and maternal depression is available, effective and improving. In fact, the FDA recently approved the first-ever drug specifically indicated for postpartum depression. But as always, the trick is recognizing the symptoms.
"Our hope is that with greater awareness, we will encourage more women to speak out," says Kleiman.
'No One Has Ever Done This Before'
Dr. Karp offers some additional advice that many women—myself very much included—are hesitant to take, even during the most difficult times: If possible, get help taking care of your kids.
Whereas previous generations relied on the proverbial "village," today's mothers often lack the support of family. After all, in many cases, grandparents are still working full-time, and siblings are pursuing their own careers, often far from home.
Not only is it OK to leave your toddler with a nanny or a babysitter, but it's also the way humans have historically handled the psychological stress of raising children, says Dr. Karp.
"Everyone thinks, 'A normal mother would enjoy being home with her kids—this is what we're supposed to do.' But no, actually, no one has ever done this before," says Dr. Karp. "It's an incredible burden—this is the first time in the history of humanity that we've asked this of mothers."
I'm trying to be professional during our chat, but I've needed to hear these words for six months, and I feel myself start to tear up as he's speaking. I press mute, pull it together and move on to my next question.
But then I hear it—Matilda is crying in her crib. Naptime is over, so I quickly wrap up our interview, head upstairs, and prepare myself for the rest of the afternoon.
Featured image by Micah Hallahan
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Monica Weymouth
Monica Weymouth is a Philadelphia-based writer, editor, mother, animal lover, breakfast enthusiast and Jeopardy! nerd. One time, in the highlight of her journalism career, Bob Barker called her a "nice young lady." Pay her a visit at monicaweymouth.com.
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Sierra October 07, 2020
Thank you for sharing. I can relate to this so much and it really helps to know I'm not alone in these feelings. 😘
Ariele November 03, 2020
Just found this on google and it feels like someone understands. Pregnant with number two and dreading having another one. Can barely keep it together right now and finding it so hard. Thanks for this
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