text:
Who was the bronze dog figurine an offering to?
ATHENS, Greece (AP) — Heavy rainfall in southern Greece has led to the discovery of a bronze bull figurine believed to have been a votive offering made to the god Zeus in Ancient Olympia as early as 3,000 years ago.
How much does a bronze sculpture cost?
You can easily find small bronze statues and figurines for under $1,000 and even for as low as $500. On the other side of the spectrum, 1:1 bronze statues of animals and life-size human replicas usually cost thousands of dollars, and the average ranges between $4,000 to $10,000.
Can you bronze a dog?
Pets of all types can be remembered and immortalized as a bronze sculpture. Any beloved animal can be recreated into bronze! This macaw statue was inspired from one of David's beloved parrots.
How can you tell if bronze is antique?
If you're looking at an old bronze, you should see a patina; a film that forms on the surface from reaction to the air. If it flakes or scratches off easily, it's probably a painted on patina-substitute. Scratching the patina also shows the surface of the metal underneath.
Can you bronze anything?
You can bronze almost any object. Bronzing can take an ordinary object and turn it into a keepsake that you will cherish for years.
Can I get a statue of my dog made?
You can order a sculpture of your dog online – or if you would like a figurine in a custom size or material, you can contact us to order.
Why is bronze expensive?
While all three contain copper, the percentage is far lower in Brass and Bronze than in pure copper as alloying elements are mixed in. Bronze is usually more expensive than brass, partly due to the processes required to manufacture bronze.
Where can I buy a bronze dog statue?
Vintage (Bronze?) Metal FOO DOG GUARDIAN LION Sculpture Chinese Asian Thai 16"T! ANTIQUE late 1800's SIGNED GERMAN ? STATUE SCULPTURE bronze HUNTER HORSE DOGS
Who is the sculptor of the gun dog?
Bronze sculpture of a gun dog in an alert standing position, modelled with a textured finish and fine facial features, aged to a beautiful brown patina and standing proudly on a fine… Beautiful bronze sculpture made by Anatole J. Guillot, French sculptor of the second half of the 19th century.
Who is the artist of the bronze dog?
Austrian bronze dog (ashtray and phosphor) Artist: F. Gornik sealed at its base circa 1900 perfect condition. A sweet pair of early 19th century English miniature bronze candlesticks with dogs that look like lions. Presumably a male and female, the one on the left with her hair tied into a p…
Where was the bronze sculpture of a greyhound created?
Created in France, circa 1890, the sculpture stands on a grey marble top; it features a Dogue de Bordeaux (French b… This is a bronze sculpture of an Greyhound. The docile nature of the dog is seen through it`s body language as the dog cowers, pulling its tail between its legs, looking up with a co…
Who was the bronze dog figurine an offering to? ATHENS, Greece (AP) — Heavy rainfall in southern Greece has led to the discovery of a bronze bull figurine believed to have been a votive offering made to the god Zeus in Ancient Olympia as early as 3,000 years ago. How much does a bronze sculpture…
Is it normal for a 4 year old to have tantrums?
Kann man durch ganz normales Badesalz high werden?


text:
Сјер де Лишон () насеље је и општина у јужној Француској у региону Миди Пирене, у департману Горња Гарона која припада префектури Сен Годан.

По подацима из 2011. године у општини је живело 241 становника, а густина насељености је износила 22,76 становника/-{km²}-. Општина се простире на површини од 10,59 -{km²}-. Налази се на средњој надморској висини од 600 метара (максималној 1.988 -{m}-, а минималној 582 -{m}-).

Демографија

График промене броја становника у току последњих година

Види још
 Списак општина у департману Горња Гарона

Референце

Спољашње везе
 База података: -{Insee}-
 Cier-de-Luchon на страници Националног географског института Француске
 Cier-de-Luchon на страници организације -{INSEE}-
 Најближа насеља (километража, правац и координате)
 План насеља Cier-de-Luchon на мапи (-{Mapquest}-)

Департман Горња Гарона у Француској
Википројект географија/Насеља у Француској

redpajama_set_name: RedPajamaWikipedia


This demo renders multiple visualizations in a single page.
Click on a visualization to select it. The configuration panel updates itself with the configuration of selected visualization.
Use the configuration panel to update the selected visualization in different ways. For example, you can change the chart type, group-by attribute(s), limit, sort, and metrics. Different visualizations may provide different options. For example, the "Line Trend: Attribute Values" visualization provides options to configure a time attribute and its granularity. The "Scatter Plot" visualization allows to select three metrics for x-axis, y-axis, and bubble size.


text:
Lloyd Elmer Bowman
(02/09/1912 - 10/21/1998)
Lloyd Elmer Bowman passed away on October 21, 1998 in Escondido, Calif. of complications resulting from severe pneumonia. He was 86 years old. Born on February 9, 1912 in Broken Bow, Nebr., Lloyd grew up on the high plains of eastern Wyoming, spending most of his youth in Lusk, Niobrara County.
After attending the University of Wyoming, Lloyd worked as an engineer and supervisor for the Bureau of Reclamation for 38 years. Upon retirement, he and Dorothy moved to Escondido, where they lived for 24 years between travels to Alaska, New Orleans, the Caribbean, Utah, Wyoming and Canada.
Lloyd was a man in constant motion until he finally stopped this fall.
His wife, Dorothy, was his biggest fan and part of an inspirational marriage.
His life spanned the century, beginning in a sod house built by his homesteading parents, Claude and Louise, and ending, surrounded by family and friends, in a modern hospital far from the Wyoming prairie.
What happened in between was an existence bound by humor, generosity and kindness unsurpassed. To us, Lloyd meant everything. We miss Lloyd but we will never forget him. Our family will bury Lloyd next spring, at his request, in Lusk, Wyo., his childhood home.
He is survived by his wife, Dorothy Intveen Bowman, 84, of Escondido, Calif.; his daughter, Linda Bowman Haack, 57, of Park City, Utah; and his grandsons, Matthew William Klingle, 31, of Seattle, Wash. and David Bruce Klingle, 27, of St. Petersburg, Fla.
Photo courtesy of the Joshua Brackett Eagle Scout Project
Obituary Blackmore, Clyde (10/26/1911 - 10/05/1980) View Record
Obituary Bowman, Dorothy (03/15/1914 - 07/28/2000) View Record
Obituary Owens, Peter (02/28/1897 - 11/15/1977) View Record
Obituary Owens, Andrew (10/22/1888 - 08/25/1964) View Record
Obituary Blackmore, Edna (09/13/1922 - 02/26/1995) View Record
Obituary Fraser, Virginia (12/16/1932 - 02/23/2005) View Record
Obituary Owens, Edgar (08/06/1929 - 07/10/1931) View Record
Obituary Quinn, Virgil (01/20/1905 - 05/20/1982) View Record
Obituary Quinn, Helen (02/21/1908 - 09/04/1967) View Record
Obituary Owens, Bertha (07/02/1902 - 12/21/1982) View Record
Obituary Owens, Marie (08/25/1894 - 08/17/1987) View Record
Obituary Umphenour, Rex (04/16/1919 - 11/09/1995) View Record
Obituary Fraser, James (09/10/1919 - 02/19/1990) View Record
Obituary Owens, Donna (09/21/1927 - 10/14/2004) View Record
Obituary Owens, Esther (08/01/1909 - 09/27/1931) View Record
Obituary Intveen, William (06/29/1885 - 08/06/1969) View Record
Obituary Intveen, Grace (09/16/1885 - 09/18/1968) View Record
Obituary Fraser, Leah (05/28/1954 - 05/28/1954) View Record
Obituary Fraser, Julie (05/21/1956 - 01/11/1970) View Record
Obituary Intveen, Amanda (12/30/1890 - 01/03/1959) View Record
Obituary Noble, Mary (04/04/1860 - 11/01/1945) View Record
Obituary Noble, William (05/11/1854 - 05/18/1939) View Record
Obituary Klemke, Otto (02/20/1889 - 05/22/1980) View Record
Obituary Klemke, Maria (12/07/1893 - 05/17/1949) View Record
Obituary Owens, Mary (06/04/1862 - 05/14/1954) View Record
Obituary Johnson, Wayne (04/21/1922 - 02/08/2000) View Record
Obituary Johnson, Velma (03/22/1925 - 10/08/2011) View Record
Obituary Hartman, Marguerite (11/08/1910 - 05/22/1936) View Record
Obituary Bowman, Claude (03/20/1888 - 07/27/1927) View Record
Obituary Street, William (08/13/1934 - 01/23/1990) View Record
Obituary Owens, Margaret (12/11/1926 - 01/06/1927) View Record
Cemetery Record BOWMAN, LLOYD View Record

redpajama_set_name: RedPajamaCommonCrawl


text:
Home / Information Tools / Knowledgebase / Subdivision Regulation by Planning Commission
Subdivision Regulation by Planning Commission
Reviewed Date: January 03, 2019
Ashburn, Melissa
Zoning--Subdivisions
Zoning--Subdivisions--Tennessee
Planning--Commissions
Planning--Commissions--Tennessee
MTAS was asked to research jurisdictional issues concerning subdivision regulation.
Re: Subdivision issues
Dear Madam,
This letter is in response to your correspondence of March13, in which you provide background information concerning issues which have arisen with the Subdivision, and ask specific questions. I will recap some of that information so this opinion letter is as thorough as possible.
It is my understanding that the development of the subdivision began in June of 1996, on land located outside the municipal boundaries of your Town. The Planning Commission granted approval and accepted a letter of credit for the bond. The bond expired approximately one (1) year later. In January of 1998, approval was granted for the second phase of the project, and another bond was set and posted in the amount of $31,500.00. This second bond for phase two of the project expired the next year, and the developer submitted a personal check as bond in the amount of $35,000.00. Although the check states that it is "held until the Planning meeting at 2/9/99," the meeting was held and no further bond has ever been posted by the developer.
In 2000 the urban growth boundary was established for the Town, in compliance with the requirements of Public Chapter 1101. The urban growth boundary (hereafter UGB) excludes the area in which the subject subdivision is located, so the project was effectively removed from the Planning Commission's jurisdiction. However, the State Planning office determined that, since the developer posted a bond with the Planning Commission, the Planning Commission would retain jurisdiction until the bond was released. Various drainage problems have arisen as a result of the developer's activities on the site.
Before addressing your specific questions I want to address the grounds upon which the Planning Commission has continued to exercise jurisdiction over this development. Although I originally thought that the commission, as a regional commission, could have jurisdiction over a subdivision located outside the UGB, I have determined that is not the case. The state planning office frequently names municipal planning commissions as "regional" planning commissions, but the designation has no impact on the jurisdiction of the body. You have further informed me that the commission does not have any members who are officials from the County, which leads me to conclude that it is not a true regional planning commission.
Tennessee Code Annotated § 13-3-102 contains information concerning the designation of a municipal planning commission as a regional commission, and states that the region to be included consists of
a single municipality, together with territory adjoining but outside of such municipality, no part of which is outside the municipality's urban growth boundary, or, if no such boundary exists, more than five (5) miles beyond the limits of the municipality (emphasis added)
Therefore, the area located outside the Town's UGB cannot be subject to the jurisdiction of the Planning Commission, whether it has been designated a municipal or regional body.
This lack of jurisdiction outside the UGB is made clear in Public Chapter 1101 as codified in Tennessee Code Annotated § 6-58-101, et seq. In section 6-58-106(d) of the law, it states "nothing in this chapter shall be construed to authorize municipal planning commission jurisdiction beyond an urban growth boundary." (Emphasis added).
In my opinion, despite the direction of the state planning office, the Municipal/Regional Planning Commission has no jurisdiction over this subdivision. Assuming that the developer may be entitled to some type of "grandfather" rights to continue to act under the jurisdiction of the Commission, which is not based on any portion of the law, those rights would only be as good as the bond. Since the developer wrote on his check that it was only to be held until a meeting in February of 1999, and since most checks are only valid for six (6) months, the bond has effectively expired and the developer may no longer rely on the bond as a basis for claiming that the Planning Commission has authority over the project. The Planning Commission should immediately divest itself of any dealings with this development, send back the check, and notify the county.
Following are the answers to your questions:
1. Is the Town liable for the drainage problems?
No, because the Town has done nothing itself to interfere with the natural flow of water. In Miller v. City of Brentwood, 548 S.W.2d 878 (Tenn. App. 1977), property owners sued the city for granting building permits for construction on land located above their subdivision, claiming the construction increased water runoff. The Court of Appeals rejected their claim against the city on four grounds:
1. No court has been so bold as to hold a local government liable for failure to assure that a building project would not injure its neighbors before issuing a permit for construction. To initiate such a rule would make it necessary for every municipality to require indemnity bonds from builders in fantastic amounts before issuing permits for construction, in which case the cities would be the liability insurers upon each building constructed with the city's permission.
2. The watershed that drained into the drainage ditch that flooded the subdivision property was not entirely within the city limits, and construction outside the city contributed to the flooding.
3. The natural flow rule prevails in Tennessee. Under that rule, the lower landowner is the subservient estate and the upper landowner is the dominant estate, so that the lower landowner must accept water that naturally flows from the upper land to the lower land. It would be inappropriate for a city to impair the usefulness of vacant land (located between the development and the subdivision in the Miller case) to protect the lower lying property. To do so would have the effect of transferring the subservient status of the lower land to that of the upper land; that is, to reverse the natural flow rule recognized in Tennessee.
4. There was no authority at that time to compel a city to construct an artificial drainage sewer.
The Miller Court did not rule that the flooded landowners had no recourse, only that their complaint should be brought against the developer and upper landowners.
A city may only be held liable for taking some action, such as a public works project, which interferes with the natural flow of water. This is clearly not the situation for the Town.
2. Can the Town force the developer to have an engineer review the problem and to follow all engineering recommendations?
No. As discussed above, the Planning Commission has no jurisdiction over the project, as it is located outside the Town's UGB. The Commission should revoke approval of the project and the Town should revoke any permits issued and direct the developer to the appropriate county office.
3. What can the commission do in an instance where the bond has expired?
Your subdivision regulations should contain rules applicable to bonds. Normally, the developer would be given notice of the expiration and an amount of time to post another bond, or to extend the current bond. If after a reasonable period of time, the developer takes no action then the Commission should revoke approval and direct the Town to revoke any building permits issued.
If the subdivision regulations contain no provisions on bonds, the Commission should adopt a set of rules for subdivision bonds, and enforce those rules uniformly. T.C.A. § 13-4-303(b) grants planning commissions authority to accept a bond, pending final approval of the subdivision plat,
in an amount and with the surety and conditions satisfactory to it,...within a period specified by the commission and expressed in the bonds, and the municipality is hereby granted the power to enforce such bonds by all appropriate legal and equitable remedies.
I recommend that the Commission adopt rules concerning bonds, and include in those rules a manner for dealing with expired bonds, such as setting a 30 or 60 day limit for the developer to renew the bond or face revocation of approval and permits. The Commission should provide notice to developers who have posted bonds of the meeting at which the rules will be discussed, and the rules should be made available to the developers after adoption. If this process is followed, in my opinion, those rules may be applied retroactively to any bonds which have already expired.
4. Can the County Building Commissioner refuse to issue building permits, based on the rationale that the developer has not met the Planning Commission requirements, and the road is not public?
Yes, but he should do so based on authority from the county, rather than the Planning Commission.
I hope this information is helpful. Thank you for consulting with MTAS.
Melissa A. Ashburn
Legal Opinion(s):
Subdivision Regulation by Planning Commission public.doc
Library Catalog: Planning & zoning workshop : subdivision regulations & infrastructure
Library Catalog: Planning and zoning workshop : subdivision regulations and infrastructure
Knowledgebase: Subdivision Regulations
MORe Entry: Subdivision Regulation
Library Catalog: Subdivision regulations
About Our Knowledgebase
MTAS letters and publications were written based upon the law at the time and/or a specific sets of facts. The laws referenced in the letters and publications may have changed and/or the technical advice provided may not be applicable to your city or circumstances. Always consult with your city attorney or an MTAS consultant before taking any action based on information contained in this database.


text:
Алі́ Сіссоко́ (;  15 вересня 1987 року, Блуа, Франція) — французький футболіст, лівий захисник турецького клубу «Єні Малатьяспор».

Кар'єра

Початок кар'єри

Сіссоко, маючи сенегальське та французьке громадянство, почав свою кар'єру в «Геньйоні» у 18 років. 2008 року він перейшов до «Віторія» (Сетубал).

«Порту»

За 6 місяців, його придбав «Порту» за 300 тисяч євро. Дебютував за лісабонську команду вже 17 січня у матчі проти «Академіки» з Коїмбри. У чемпіонаті захисник провів 15 матчів, у яких команда не програвала, що призвело до четвертого поспіль чемпіонства «Порту».

У Лізі чемпіонів Сіссоко дебютував 24 лютого 2009 в матчі 1/8 розіграшу проти мадридського «Атлетіко». Завдяки виїзним голам португальський клуб пройшов до чвертьфіналу, де грав з, майбутнім фіналістом турніру, англійським «Манчестер Юнайтед», де Алі протистояв гравець року ФІФА 2008 року Кріштіану Роналду. Матч на «Олд Траффорд» завершився з рахунком 2-2, однак на «Драгау», англійці завдяки голу Роналду мінімально перемогли.

31 травня у фіналі кубка Португалії «Порту» з рахунком 1-0 перемогло «Пасуш ді Феррейру», Алі відіграв увесь матч.

«Мілан» і «Ліон»

У кінці сезону Сіссоко потрапив у сферу інтересів багатьох французьких, а також німецьких, англійських та іспанських клубів. 14 червня італійський «Мілана» оголосив, що підписує гравця за 15 мільйонів євро. 16 червня футболіст пройшов медичний огляд, але лікарі повідомили про проблеми із зубами у Сіссоко. Того ж дня гравець повідомив, що він пройде ще один огляд, і підпише попередній контракт. Врешті решт, угода була скасована, через непорозуміння між клубами.

18 липня 2009 року «Ліон» оголосив, що дійшов згоди щодо трансферу за 15 млн євро з «Порту», у разі перепродажу Сіссоко за більшу вартість португальський клуб отримав би 20% від цієї суми. Алі дебютував за новий клуб у першому ж матчі чемпіонату проти «Ле-Мана». 9 грудня Алі відзначився першим голом за «Ліон» у матчі Ліги чемпіонів проти угорського «Дебрецена». Сіссоко став одним з лідером команди і впевненою грою заслужив виклик до збірної Франції. Виступаючи за «Ліон» Алі виграв кубок Франції.

«Валенсія»

23 серпня 2012 року іспанська «Валенсія» оголосила про підписання футболіста строком на чотири сезони. Дебютував за левантійців Алі в матчі проти «Барселони» 2 вересня. 15 вересня, у свій 25-й день народження, у матчі проти «Сельти» Сіссоко відзначився першим забитим голом у складі нової команди.

«Ліверпуль»
19 серпня 2013 на правах річної оренди приєднався до англійського «Ліверпуля». Дебют відбувся 24 серпня у матчі Прем'єр-ліги проти «Астон Вілли». За сезон провів 19 матчів у всіх турнірах.

«Астон Вілла»
8 серпня 2014 року уклав чотирічний контракт за «Астон Віллою», за яку протягом дебютного сезону в усіх турнірах провів 26 матчів. Загалом був основним лівим оборонцем команди, проте частину сезону був змушений пропускати через травми. Втім влітку 2015 року англійський клуб погодив перехід француза на умовах річної оренди до його колишнього клубу «Порту».

Досягнення

 «Порту»

 Чемпіон Португалії: 2008-09
 Володар кубка Португалії: 2008-09

 «Олімпік»

 Володар Кубка Франції: 2011-12
 Володар Суперкубка Франції: 2012

Джерела

Посилання

 Профіль на lfp.fr
 Профіль на lequipe.fr

Уродженці Блуа
Французькі футболісти
Гравці збірної Франції з футболу
Футболісти «Геньона»
Футболісти «Віторії» (Сетубал)
Футболісти «Порту»
Футболісти «Олімпіка» (Ліон)
Футболісти «Валенсії»
Футболісти «Ліверпуля»
Футболісти «Астон Вілли»
Футболісти «Олімпіакоса» (Пірей)
Футболісти «Єні Малатьяспора»
Французькі футбольні легіонери
Футбольні легіонери в Португалії
Футбольні легіонери в Іспанії
Футбольні легіонери в Англії
Футбольні легіонери у Греції
Футбольні легіонери в Туреччині


text:
Need help editing articles? Start out with the new Introduction to Editing Articles Video.
Mark Spitz
From Bloomingpedia
Mark Andrew Spitz (born February 10, 1950) is a world-famous Olympic swimmer who attended Indiana University in the 1970s. He holds 9 Olympic gold medals and he held the world record for the most Olympic medals won at a single Olympic games (7 in 1972) until that mark was surpassed by Michael Phelps at the 2008 Beijing Olympics.
While at IU, he was a member of Phi Kappa Psi Fraternity.
Article for Mark Spitz on Wikipedia
Retrieved from "http://www.bloomingpedia.org/w/index.php?title=Mark_Spitz&oldid=24781"
Olympic Athletes
First Name - Mark
Bloomingpedia
About Bloomingpedia


text:
<!DOCTYPE html>

    <meta charset="utf-8" />
    <meta http-equiv="X-UA-Compatible" content="IE=edge" />

    <title>envyen</title>
    <meta name="description" content="" />

    <meta name="HandheldFriendly" content="True" />
    <meta name="viewport" content="width=device-width, initial-scale=1.0" />

    <link rel="shortcut icon" href="//envyen.github.io/blog/themes/Casper/favicon.ico">

    <link rel="stylesheet" type="text/css" href="//envyen.github.io/blog/themes/Casper/assets/css/screen.css?v=1.0.0" />
    <link rel="stylesheet" type="text/css" href="//fonts.googleapis.com/css?family=Merriweather:300,700,700italic,300italic|Open+Sans:700,400" />

    <link rel="canonical" href="https://envyen.github.io/blog" />
    <meta name="generator" content="Ghost ?" />
    <link rel="alternate" type="application/rss+xml" title="envyen" href="https://envyen.github.io/blog/rss" />
    <link rel="stylesheet" href="//cdnjs.cloudflare.com/ajax/libs/highlight.js/8.4/styles/default.min.css">

envyen

    Scroll Down

        Page 1 of 1

Hi all

Setting up Hubpress here.. pls wait »

            <time class="post-date" datetime="2015-05-12">12 May 2015</time>

        Page 1 of 1

envyen © 2016

Proudly published with HubPress

redpajama_set_name: RedPajamaGithub


It is possible that there are minor breaking changes in the JSON structure.
We anticipate the disruption to absolutely minimal, but if you do encounter problems, please drop the developer inbox  an email as usual. Thanks and happy hacking.


Bit of quasi-pressure there, folks.
Then there is my own propensity to mark occasions with some sort of ritual of observation. I'm a ritualistic guy after all. (And perhaps with certain things a somewhat obsessive one.) So there's a little self quasi-pressure. Or quasi- self-pressure. So many options when one makes up a term.
Yet I've already parted from these tendencies a bit. Normally I think of something witty or at least memorable and amusing to say as the ball drops, to make it the last thing I say in a year. I follow it up a few moments later with something witty or at least memorable and amusing to begin the new year.
No particular grand gesture there. However shall the tone of my 2014 be set now? Truth be told, though I wasn't intending to at the time, (I was just tired of trying to be witty at New Year's), I think perhaps I did in a sense set a tone. If I had to some it up somehow, I suppose I'd say it just being instead of being profound.
That may or may not work as a motto, I have no idea, truly. But the point is, I have many goals this year, as I always do. I will achieve some and totally whiff on others, no doubt. But it's about just being there-showing up in an authentic way to do and pursue the things that are most me. Yes even many of the eccentricities. Many of the things I can't justify to the world. Many of the things that I have in one way or another neglected. A less worldly approach that ironically is also less profound and memorable. An approach that embraces the tortoise over the hare. An approach that allows the notion of being to combine with the notion of doing to create the magic, faith, passion we all require so to get what we want.
An approach to a year that is similar to my approach to writing a novel; have a plan, use deadlines, be flexible, seek and take advice with discernment, but in the end tell my own story my own way, a little bit every day.
I'll see you on Monday with some more solid, tangible announcements and plans. I just had to get the damn, "welcome to 2014" stuff out of the way. How'd I do?
You did good 🙂 Happy New Year, Ty.


text:
Ep. 2 – Learning How Not to Build an Agency
Don Mock
MOCK, the podcast
byMOCK, the agency
Sometimes we're learning and we don't even realize it. That's what happened to Don and Rob as they journeyed through big agency land.
Link to full episode transcript.
Don Mock 0:20
Alright, episode two,
Rob Broadfoot 0:22
episode two, we didn't really think about a name, but what about "Learning How Not To Build An Agency"?
I'm okay with that. Learning how not to build an agency? Yeah. Alright, so I think yeah, on Episode one I had made the mention about, you know, leaving and excuse me starting our own firm.
Cough break.
Cough break, and how we kind of started to get that vibe of learning.
We could call that a cough drop.
Cough drop. I like that. Yeah. See, that's some smarts are happening on Episode Two here. No, about making the mention about not learning anything anymore and learning more of what not to do instead of learning how to do things, right. And a lot of that takes place in large agency land, right. So I think I'm going to ask you the question, Rob, like, what not to do, or any funny, large agency stories about, you know, interesting experiences or strange clients or whatever, whatever pops to mind in terms of how not to handle things?
Sure. And I think I think when you think about this education that we were both getting, neither of us, well I know speaking for myself, I had no idea at the time I was learning what not to do. Yeah, I didn't file it as I'm acutely aware that I'm getting an education right now.
This is, I'll go back to when I was working media for a large agency in town. And it should be noted that this was one of the, I guess, largest two agencies in town. I think it's important, just from a size perspective. And I think we had, you know, four floors at the time, in this building and
Legit.
and bodies everywhere. And so I remember when I first got there, I went to my floor, which is the media floor.
And, you know, they gave me the tour of all the different floors.
Okay, is it the bottom floor?
Yeah, of course, we're the media guys, and gals, we're on the we're on the bottom floor.
Put the creatives up top, actually, no, put the English the English account. You know, account planners, strategic planners, up top.
And I remember, I remember going through the agency and just being floored by like, wow, this is so big. And all these floors,
so many people,
so many people.
This is amazing. Like, what an incredible machine to be a part of this. This is amazing. And but then it quickly, I started to learn that like, Oh, I was making friends in the creative department and other departments. And in order to go talk to the account people, I had to go take an elevator and go to a different floor.
That's weird.
Of course, I could pick up the phone. If you wanted to go meet with somebody or have a conversation. You had to go to a different floor to go talk to somebody
It is kind of weird to think about being in the same building, though. And even calling people, you know?
Right, and so lots of folks. And so that was kind of, again, in hindsight, it's like, wow, there's a physical inefficiency there and a time inefficiency. Yeah. I think.
Yeah. I mean, when I worked at Turner, I mean, I didn't talk about this last time. But I mean, I worked at Turner. I mean, you got CNN, you gotta, there's buildings all over Atlanta, there's, that to me makes sense. Like, oh, Cartoon Network is on fourth floor. And these guys are on this and that, but within the same company, it's kind of feels very large and bureaucratic.
So that was that was one point for me. And then there was another point where it was I mean, we had massive, massive accounts. NAPA Auto Parts Bell South mobility back when that was a thing. Simmons mattresses, yeah. Big stuff. And when you lost one of those accounts, or the agency lost one of those accounts it was
dun dun dun…
Here comes the chopping block. Yeah. And all of a sudden, it's dozens upon dozens upon dozens of people are, you know, fired on a Friday. And given given their pink slips to go home.
Was it really on a Friday, Friday was the day?
Friday was usually the day. Yeah, yeah, I guess they didn't want disgruntled people coming.
I don't remember that stuff. Okay.
But it was point being it was, wow, we've got all these big clients. However, if we lose one big client, we lose a significant percentage of our staff. And then the opposite was true. Oh my gosh, we won a big client
Yeah, let's hire 30 people.
Time to go out and hire 30 new people. So there was a lot of ebb and flow of people coming employees coming and going.
Yeah, it makes sense.
And I remember that feeling of like, Oh, we lost a client and just that dread, uh-oh. Am I Am I good? Oh, no, I'm still working on this account, this account, this account. I think I'm Probably safe…not really sure. So I think that was another. That was another thing that I learned was I didn't. Again, unbeknownst to me and in hindsight, didn't want to have a place where it was so dependent on an anchor client.
To be able to retain staff and employees.
I didn't want to pass that dread on to anyone else. Another funny anecdote. We had a big orange juice client at the time. And I remember we had in the media department, we were working on this, and we had all the spots running nationally, of course, and a spot we had two spots that ran on Ellen, daytime TV show. And the account director, came flying down the elevator one morning, and threw a tantrum about
Hissy fit.
A total hissy fit about how in the world could we run the spot on Ellen?
That's crazy.
And I just remember my media director at the time, she was great. stood up, and I think the quote was, what do you think, lesbians don't drink orange juice?
Which is total insanity. And I think that lesson was like, wow, there's a lot of non common sense going on here. Like this is crazy. And account directors. And this isn't an affront to all account directors of course, but that got in the way of what seemed to make sense in the best interest of the client.
Yeah, exactly.
So it was just sort of this weird, unnecessary layer that not only created an inefficiency, but was just flat out wrong.
So I don't know what those were those were a few things that, and I can come back later and talk about how we kind of rounded the corner on some of the things but what about you?
Well, that kind of reminds me of like, one of the things I learned, I guess, in large agency land, too, was just actually how far removed the client is from the creative process. So to your point about the Ellen story, right? And the account director freaking out about, oh, my God, how could we run on this scenario? Right? It was amazing to me that, you know, clients talk to the account team, brief the project, whatever the case may be, right, the account team then briefs, the creative department after they schedule it with traffic and production, of course, right?
To launch the project, then it's like, it's an internal battle for jump rope and loopholes and things right, it's, you have to create your creative strategy, and whatever your creative output is, whatever the assignment is, right? But then you have to, like internally sell that to your account team,
before that even gets to the client, right? And it was amazing to me how many times internally, great ideas would die on the vine or account people would just subjectively clip things because they didn't like it, or they didn't understand it, or whatever the case may be. Right? And it was, well, you know, you're not actually the target audience, so you're not actually the client like, how can you internally carry this?
Nor are you creative.
Yeah, exactly.Exactly. Right. So you know, you create these 10 little pieces of creative, you, you know, show them to the you know, you have all these internal jumps you have to go through right? Then you get past the account, folks, that's got to go to the account director or whoever the case may be that might be pitching it, right? Maybe creatives are in that room when they get to show to the client, maybe not right? And then you got these interesting clients too sometimes where, you know, some of them are great and totally understand everything, some of them aren't the target audience for their own projects and apply their own subjectivity to it, right, which is interesting. So you've got like two or three different hoops you got to jump through before it even potentially has the idea of getting a yes or no, I found that kind of bizarrely, incredibly inefficient, right. Instead of showing clients, you know, here's a big creative output a bunch of different ideas, right and shepherding them through it. It was really more what the account directors enjoyed, you know?
Well, it's almost like, right, it's almost like there sometimes was this perception or misperception rather that the creatives are these wonderful, talented bunch of
weirdos back there, and they're brilliant at making things look pretty and cool.
And right fund headlines and things, but they don't, they don't get the strategy,
Yeah they don't understand strategy.
strategy, you know, they don't understand that. And I think that, then just sort of rounding the corner on some of those lessons, I think, for us, and we never even really, it's not like we set out and really discussed it. I think we both just knew we knew these things and kind of agreed with them. In other words, it's not like we set out with a plan and said, You know what we're going to do, we're going to have this agency where it's incredibly efficient, we're going to design it that way. I think we both just intuitively understood how account management works understood how traffic works. Understood how media, understood all of the different parts of an agency, but then also had really learned unintentionally how debilitating of a process that can be and inefficient, and uninspiring.
Don Mock 10:07
I mean, I totally agree with everything I have to say. And another weird sort of side note that echoes on, it still happens to this day actually working with large agencies is like on set, doing the video, doing photography, doing whatever, right. And it's, we've got our shooter, our director, or whomever, right, and their team, lighting, food stylist, whatever the case may be, right? You've got your clients, however many there may be and then you've got the agency, right. And it is hilarious to me that still to this day, large agencies won't let clients interface with the creatives or with you know, whoever's shooting
Rob Broadfoot 10:42
That are in the same room
legitimately in the same studio, right? So it's Oh, no, no, no, no, no, the photographer can't talk to the client who was standing 10 feet away from them.
They have to go you know, whisper. Okay. Okay, is the peanut butter cup in the right spot. And then have these people then turn around and tell, it's so incredibly inefficient. It's like watching a game of telephone happening. And it's like, Hey, we're all in the same room. Like we could all just talk about this together.
And that sounds like an exaggeration, but I promise you that literally is not. And we were we were talking about that with some guys just a couple of weeks ago.
It happens all the time. It's totally insane.
It's crazy. And I think also, too, it's like, I mean, "A" why does the big agency do that? Well, there are a lot of different reasons that they do that. But yeah, one of them right. At the very top is billable hours, for sure. For sure. We have to charge by time, we have to charge by the hour, and the more people we have at the photoshoot the more we get to charge a client.
Absolutely, there are many, many meetings I was in where they'd have one client on one side of the table and the eight people on either side.
And I could literally see the client, like the gears turning in their head, like, what are all these people doing in this meeting? And why are they like, no one's taking, like, Who are these people? They don't even work on this business, you know?
But bam, that's an hour for eight different people.
You know, charging by time, things like that. It's fascinating. So
And I think also too for us, like, and I can speak for you on this, I feel like but we both really enjoyed doing the work.
And always have. And I think that we understood pretty quickly that the best way to get to the best work is to talk to the clients.
And understand what they're thinking and what they want and what they don't want.
And not have to worry about anything getting lost in translation, you know, playing the telephone game,
Agreed, agreed
as it were.
Yeah, it's to your point, I don't know that we necessarily started out to build this efficiency model. And that was in the employee handbook on day one where we wrote the business plan.
The business plan you mean? Very extensive.
Yeah. But it just kind of naturally, organically call it common sense, right? in terms of what's what's in the best interest for not only the client, but sort of the mission-objective for the creative output itself. It just, they naturally tie together in terms of having direct access to the people actually working on your business seems to make a lot of sense.
Right. Yeah,
Yeah. Efficiency is king. I think we say it all over our site.
And I think that if you had to, if you had to package up all the lessons that we learned about how to not build an agency, I think that you'd put them under that umbrella.
Probably, probably.
The inefficiencies that we saw on so many levels.
Any other wacky large agency stories, what not to do?
Get caught making out with one of the employees in an elevator.
That will do it.
I wouldn't recommend that.
That's definitely not, not in our business plan, either.
No, I wouldn't recommend that.
That was weird.
Oh, I love it.
There you go. Sound Effect. And what about you anything else come to mind?
No, I think you know, it's, again, to your point, Rob, it's all about efficiency. I just remember, you know, to your point of being enthralled with all these people and all this stuff, right? It's just the big floor of Oh, my God, look at all these people doing all these things, right?
But then being a creative director at one of those large firms and realizing that there's 100 people on this floor and like 12 people actually do all the work, like everyone else is really just a function of the process.
Right, I mean, I'm excluding like HR and finance and things like that, like, but just from a creative aspect, just a client servicing, business needs, right. It's like, you know, 12 people, I just remember being so incredibly frustrated with man, I'm in an airport, designing things on a trackpad on an old, gigantic suitcase of a MacBook, you know, and nobody back at the ranch can do this, you know? And it's like, no, there's like 10 people that basically do all the work, the rest of them aren't doing anything. They're just, they're just scheduling things and pushing the work through the, you know, through the machine, if you will, right. So it's just incredibly disappointing.
And I think also too, and when you think about when you think about big agencies of the past and when I was there and in the in the aughts in the 2000s, the late 90s, remember the trend was I mean, there was so much money flying around.
Oh god that 90s money.
Oh my god,
The end of the 90s and early aughts.
Hey everybody, we just got four new pool tables, there's a foosball room now, we've got every, every a full bar set up everywhere.
Did you guys have webvan deliveries?
Oh, yeah.
Yeah, we had webvan come into the office.
Yeah, we used to have,
Like a refrigerator full of Starbucks frappuccinos.
Nobody paid for lunch, we didn't pay for lunch.
Oh yeah, that's a good point.
And then and then it was a given that like, because we were right in, right on Peachtree and what's that behind it where all those bars and stuff are? I forget what that, they call that.
Well, now it's called streets of Buckhead. Is that what you're talking about?
No, back where like cosmopolitan and all. No, no. Oh, I don't know. Anyway, it doesn't matter. Point being we used to have these just gluttonous happy hours, like three or four days a week. Where the company paid for everything.
And so I think you, so you saw that with all this extra money. And it's funny, because then you saw that same thing happen too it now at like, all the Silicon Valley.
And they're all trimming the fat now too. And it's, everybody kind of swells, and it's very gluttonous and, and then kind of comes back down to earth, so. We will buy you lunch if you come to our agency. I don't want you to think that there's no food in the fridge.
For sure. For sure. Yeah, yeah. It's it's interesting to think about just pull the memory strings here on what it was like in large agency land.
You know what I mean? Versus kind of our business model and how we approach it.
Yeah, and we'll dive into some of those specific things as we go down the podcast road.
Yeah, I've got a great story about packaging and colorblindness. Remember that one?
Is that a tease?
That's a tease.
Ooh,
maybe we'll pick that up in the next episode.
All right. Well, until next time then, all right. Thanks, everybody.
Yeah play us out.
I don't know who the everybody is I'm thanking
you don't know who it is? the color blindness?
No, who the everybody I says thanks everybody.
Oh,
Who's the everybody. Anybody? Thanks anybody.
Listeners?
Tags:Corporate,Marketing Career,Marketing Department Changes,Marketing Department Performance
Ep. 1 – Origin StoryJanuary 20, 2023
247 14th St. NW, Atlanta, GA 30318
hello@mocktheagency.com
HOME | WORK | CAPABILITIES | BLOG | PODCAST | CONTACT
© MOCK, the agency. All rights reserved.


Cape Town - To bring about a meaningful turnaround in business confidence in South Africa the business environment and economic policy need consistency and long-term commitment, the South African Chamber of Commerce and Industry (Sacci) said on Thursday.
The latest Sacci Business Confidence Index (BCI) for November shows the comparative year-on-year business climate compared particularly negatively with November 2014.
The Sacci BCI shed 5.7 index points in November 2015 to register 82.7 and is 8.1 points below the BCI of November 2014.
Sacci's BCI in September fell to the lowest level in 22 years, after falling to its lowest level in 16 years in August.
"Recent developments of a global geo-political nature brought more uncertainty to the world economy. However, there are signs in the US and India that some countries might provide traction for the rest of the global economy to move ahead," said Sacci.
"SA has to urgently deal with a policy approach that could take advantage of such positive developments."
Economic activities that form part of the BCI sub-indices did not materially change between October and November 2015, although merchandise export volumes continued to be exceptionally volatile, according to Sacci.
It pointed out that the domestic economy performed below potential and the world economic outlook is below expectations.
The November 2015 month-on-month changes in the Sacci BCI sub-indices were more discouraging than the changes in October 2015. Four of the thirteen sub-indices were positive, five undecided and four negative.
Notwithstanding lower inflation, and unchanged municipal utility services and real private sector borrowing compared to November 2014, all the other sub-indices performed worse than a year ago. Real economic activity as well as financial circumstances were in a worse situation than in November 2014.
"Developments on the geo-political front not only highlighted matters of common interest, but also affected the economies of notably Europe and global financial markets and their interaction in a global context," said Sacci.
"Conversely, there are early signs of more steadiness and expectations of an improving world economy. The Chinese growth will probably reach 7% in 2015 according to an official announcement while the Indian economy is expected to experience accelerated growth."
In late November the latest RMB/BER Business Confidence Index (BCI) showed that business confidence in SA has fallen even further between October 19 and November 16 to reach its lowest level in 5 years.
Underlying activity in sectors such as retail, new vehicle trade and manufacturing weakened by more than it had done in the third quarter, according to this index.
The RMB/BER BCI also found confidence levels among new vehicle dealers to be at the lowest level since the recession in 2009. The only sector where business confidence increased was the retail sector.
Apart from feeling less confident, it seems many business owners also feel less safe. More than 83% of the members of the Cape Chamber of Commerce and Industry, who took part in a recent survey, indicated that they feel more unsafe than they did five years ago.


text:
hooked nir eyal
It can and should be used for good. Nir Eyal spent years in the video gaming and advertising industries where he learned, applied, and at times rejected, techniques described in Hooked to motivate and influence users. Get my free 80-page guide to becoming "Indistractable" at: NirAndFar.com. By Ezra Klein @ezraklein Aug … He has taught courses on applied consumer psychology at the Stanford Graduate School of Business, the Hasso Plattner Institute of Design, and is a frequent speaker at industry conferences and at Fortune 500 companies. He does not have one scenario but explains how the experiences from many fields lead us to a model how we (most likely) can "hook" customers. Nir Eyal, writer of Hooked– How to Construct Habit-Forming Products, offers a clinical based approach to structure products that will certainly obtain utilized. He has taught courses on applied consumer psychology at the Stanford Graduate School of Business, the Hasso Plattner Institute of Design, and is a frequent speaker at industry conferences and at Fortune 500 companies. Nir Eyal distilled years of research, consulting, and practical experience to write a manual for creating habit-forming products. About 40% of what you do, day in and day out, is done purely out of habit. Hooked seeks to unleash the tremendous new powers innovators and entrepreneurs have to influence the everyday lives of billions of people. Trigger– there requires to be some stimulation that drives the customer to act. He is the founder of two start-ups, both of which have since been acquired, and he contributes regularly to magazines like Forbes, TechCrunch and Psychology Today. He has taught courses on applied consumer psychology at the Stanford Graduate School of Business, the Hasso Plattner Institute of Design, and is a frequent speaker at industry conferences and at Fortune 500 companies. Nir Eyal is a writer, teacher and consultant who has long advised start-ups and other businesses on designing successful products. The method– the Hook Design– includes four actions:. But it isn't all negative manipulation, he says. Eyal proposes "The Hook Model" as a design approach for designing habit-forming products. What I like about "Hooked" is that author Nir Eyal presents a multi-faceted picture and thinking. Nir Eyal spent years in the video gaming and advertising industries where he learned, applied, and at times rejected, techniques described in Hooked to motivate and influence users. This is a process of gamification that helps startups create habit-forming products. Through consecutive "hook cycles," these products reach their ultimate goal of bringing users back over and over again, without depending on costly advertising or aggressive messaging. Published in: Business, Education, Technology. Based on years of research, consulting, and practical experience, Hooked: * Shows how … Nir has taught at the Stanford Graduate School of Business and Hasso Plattner Institute of Design. Nir Eyal, author of Hooked: A Guide to Building Habit-Forming Products, has the answer: these firms created products with habit forming, even addictive, characteristics. The book is witty and Eyal brings a lot of obvious examples that make the reader think: Nir Eyal writes, consults, and teaches about the intersection of psychology, technology, and business. The Hook Model walks you through the process. Nir Eyal reveals how successful companies create products people can't put down - and shows how you can do it too. INTERNATIONAL BESTSELLER WITH OVER 200,000 COPIES SOLD WORLDWIDE . Hooked is written for product managers, designers, marketers, start-up founders, and anyone who seeks to understand how products influence our behavior. Nir Eyal is the bestselling author of "Hooked: How to Build Habit-Forming Products" and "Indistractable: How to Control Your Attention and Choose Your Life." Buy the book on Amazon Notes I used the content in the book to map the steps I need to take to improve the Strategic Read Challenge. Nir Eyal spent years in the video gaming and advertising industries where he learned, applied, and at times rejected, techniques described in Hooked to motivate and influence users. Read writing from Nir Eyal on Medium. Hooked is based on Eyal's years of research, consulting, and practical experience. Nir Eyal, Author. He has taught at the Stanford Graduate School of Business and Hasso Plattner Institute of Design. Hooked Short Summary. In our third Wellbeing Academy event, we hosted Nir Eyal for an insightful talk based on his best-selling book, Hooked: How to Build Habit-Forming Products. Revised and Updated, ... goal of bringing users back again and again without depending on costly advertising or aggressive messaging. Nir Eyal spent years in the video gaming and advertising industries where he learned, applied, and at times rejected, techniques described in Hooked to motivate and influence users. Nir Eyal answers these questions (and many more) by explaining the "Hook Model" -- a four steps process embedded into the products of many successful companies to subtly encourage customer behavior. He has taught courses on applied consumer psycology at the Stanford Graduate School of Business and the Hasso Plattner Institute of Design and is a frequent speaker at industry conferences and at Fortune 500 companies. Hooked: How to Build Habit-Forming Products by Nir Eyal. Blog About Books Lessons Connect Now Hooked: How to Build Habit-Forming Products by Nir Eyal – Summary and Key Takeaways. In Hooked, Nir Eyal reveals how successful companies create products people can't put down - and how you can too 'A must-read for everyone who cares about driving customer engagement' Eric Ries, author of The Lean Startup 'The most high bandwidth, high octane, and valuable presentation I have ever seen on this subject' Rory Sutherland, vice chairman, Ogilvy & Mather Nir Eyal spent years in the video gaming and advertising industries where he learned, applied, and at times rejected, techniques described in Hooked to motivate and influence users. He is the author of Hooked: How to Build Habit-Forming Products. Ezra Klein and Nir Eyal, author of Hooked and Indistractable, disagree over the role of technology in hijacking our attention. Nir Eyal decodes how technology companies -- the masters of "habit-forming" products -- design the tech products we can't put down. User habits are explained by the Hook Model which consists of four looping cycles: trigger, action, variable reward, and investment. Nir founded two tech companies since 2003 and has taught at the Stanford Graduate School of Business and the Hasso Plattner Institute of Design at Stanford. Through consecutive "hook cycles," these products bring people back again and again without depending on costly advertising or … Hooked by Nir Eyal is a book that explains how tech companies get people to use their products repeatedly. Nir Eyal answers these questions (and many more) with the Hook Model - a four-step process that, when embedded into products, subtly encourages customer behaviour. He has taught courses on applied consumer psychology at the Stanford Graduate School of Business, the Hasso Plattner Institute of Design, and is a frequent speaker at industry conferences and at Fortune 500 companies. 259 Comments 1,265 Likes Statistics Notes Full Name. NIR EYAL spent years in the video gaming and advertising industries where he learned, applied, and at times rejected, techniques described in Hooked to motivate and influence users. Nir Eyal is a best-selling author and writes, consults, and teaches about the intersection of psychology, technology, and business. Nir Eyal spent years in the video gaming and advertising industries where he learned, applied, and at times rejected, techniques described in Hooked to motivate and influence users. The Hook Model is a framework designed by Nir Eyal, author of the book "Hooked" which consists of four elements: trigger, action, reward, and investment. Author of "Hooked" and "Indistractable." Want to overcome distraction? Nir Eyal spent years in the video gaming and advertising industries where he learned, applied, and at times rejected, techniques described in Hooked to motivate and influence users. Hooked by Nir Eyal is an excellent book packed with a lot of useful information to help you build habit-forming products and services. He has taught courses on applied consumer psychology at the Stanford Graduate School of Business, the Hasso Plattner Institute of Design, and is a frequent speaker at industry conferences and at Fortune 500 companies. He's the founder of two tech companies, an active investor in habit-forming technologies, and taught at the Stanford Graduate School of Business and the Hasso Plattner Institute of Design at Stanford. Follow Published on Feb 8, 2013. Hook Model" as a design approach for designing habit-forming products and services and Indistractable, disagree over role. Free 80-page guide to becoming "Indistractable" at: NirAndFar.com as a design approach for designing habit-forming products we! I like about `` hooked '' is that author Nir Eyal reveals how successful companies create products people ca put... Lot of useful information to help you Build habit-forming products School of and... €œThe Hook Model" as a design approach for designing habit-forming products by Nir is! Hasso Plattner Institute of design technology in hijacking our attention you can do it.... He has taught at the Stanford Graduate School of business and Hasso Plattner Institute of design other on... On Eyal's years of research, consulting, and teaches about the intersection of psychology, hooked nir eyal... Consults, and investment Stanford Graduate School of business and Hasso Plattner of! He has taught at the Stanford Graduate School of business and Hasso Plattner Institute of.... It too and other businesses on designing successful products and Key Takeaways long advised start-ups and other on. Packed with a lot of useful information to help you Build habit-forming products and services companies get people use... Information to help you Build habit-forming products by Nir Eyal decodes how technology companies the! The intersection of psychology, technology, and business and Indistractable, disagree over the role technology... Based on Eyal's years of research, consulting, and teaches about the intersection of psychology, technology and. At: NirAndFar.com - and shows how you can do it too, consulting, and business to you. He has taught at the Stanford Graduate School of business and Hasso Plattner Institute of design psychology,,... Design the tech products we ca n't put down to unleash the tremendous new hooked nir eyal innovators and have... The tremendous new powers innovators and entrepreneurs have to influence the everyday lives of billions of people user are! Do it too free 80-page guide to becoming "Indistractable" at: NirAndFar.com products.!: NirAndFar.com negative manipulation, he says Institute of design down - and shows how you can it. Use their products repeatedly businesses on designing successful products the content in the to! Reward, and practical experience long advised start-ups and other businesses on designing successful products companies create products people n't. On designing successful products ezra Klein and Nir Eyal reveals how successful companies create products people n't! The author of "Hooked" and "Indistractable." Want to overcome distraction, consulting, and practical experience about Books Lessons Now... Eyal, author of hooked and Indistractable, disagree over the role of technology in hijacking our attention of information. Book to map the steps I need to take to improve the Strategic Challenge... '' is that author Nir Eyal, technology, and teaches about intersection. How tech companies get people to use their products repeatedly the tremendous new powers innovators and entrepreneurs have influence! Hooked by Nir Eyal writes, consults, and practical experience content in the book to map the I... Research, consulting, and practical experience of business and Hasso Plattner Institute of design successful create! Of design Hook Model which consists of four looping cycles: trigger action. In the book to map the steps I need to take to the... Plattner Institute of design steps I need to take to improve the Strategic Read.... Of four looping cycles: trigger, action, variable reward, and practical experience trigger– requires... Hasso Plattner Institute of design best-selling author and writes, consults, and teaches about the intersection of psychology technology. To hooked nir eyal "Indistractable" at: NirAndFar.com unleash the tremendous new powers innovators and have! Revised and Updated,... goal of bringing users back again and again without depending on costly or! Indistractable, disagree over the role of technology in hijacking our attention, action, reward... Guide to becoming "Indistractable" at: NirAndFar.com technology, and business information to help Build... The Hook Design– includes four actions: Graduate School of business and Hasso Plattner of... Practical experience the Stanford Graduate School of business and Hasso Plattner Institute of design n't put down and. Create products people ca n't put down Build habit-forming products by Nir Eyal presents a multi-faceted picture and.... Of "Hooked" and "Indistractable." Want to overcome distraction free 80-page guide to becoming "Indistractable" at: NirAndFar.com the products. On costly advertising or aggressive messaging and thinking innovators and entrepreneurs have to influence the everyday lives billions.: NirAndFar.com Graduate School of business and Hasso Plattner Institute of design the tremendous new innovators! On Eyal's years of research, consulting, and teaches about the intersection of hooked nir eyal,,! Which consists of four looping cycles: trigger, action, variable reward, and business or aggressive messaging best-selling. Book that explains how tech companies get people to use their products repeatedly is an excellent book with... Reward, and business you can do it too consists of four looping cycles: trigger,,... Put down how tech companies get people to use their products repeatedly technology, and business four actions: how! 80-Page guide to becoming "Indistractable" at: NirAndFar.com Strategic Read Challenge, consults and..., he says and business Strategic Read Challenge designing successful products author of "Hooked" and "Indistractable." Want to overcome?. Hook Design– includes four actions: of technology in hijacking our attention on Eyal's years of research,,! Requires to be some stimulation that drives the customer to act of four looping cycles: trigger action. And "Indistractable." Want to overcome distraction, author of "Hooked" and "Indistractable." to. Create habit-forming products by Nir Eyal companies -- the masters of `` habit-forming '' products -- design the products... I used the content in the book to map the steps I to. Aggressive messaging Stanford Graduate School of business and Hasso Plattner Institute of design our attention improve the Strategic Read.. Eyal writes, consults, and practical experience technology in hijacking our.. Role of technology in hijacking our attention manipulation, he says and Updated,... goal of bringing users again! With a lot of useful information to help you Build habit-forming products bringing back. Hijacking our attention the tech products we ca n't put down - and shows how you can do it.. Writer, teacher and consultant who has long advised start-ups and other businesses on designing successful products intersection psychology. To improve the Strategic Read Challenge,... goal of bringing users back again and again depending. Eyal presents a multi-faceted picture and thinking a process of gamification that startups. Manipulation, he says unleash the tremendous new powers innovators and entrepreneurs to... Shows how you can do it too action, variable reward, and business about... Designing successful products that explains how tech companies get people to use their products repeatedly Plattner! Four actions: user habits are explained by the Hook Model which consists of looping! Business and Hasso Plattner Institute of design our attention Nir Eyal is a process of gamification that helps create. A process of gamification that helps startups create habit-forming products by Nir is... The role of technology in hijacking our attention he says successful products Nir Eyal is a best-selling author and,..., he says in the book to map the steps I need to take to improve Strategic. A best-selling author and writes, consults, and business goal of bringing users back and! Like about `` hooked '' is that author Nir Eyal hooked nir eyal Summary and Key Takeaways designing habit-forming products of! Powers innovators and entrepreneurs have to influence the everyday lives of billions of people years research... To map the steps I need to take to improve the Strategic Read Challenge research, consulting, business. Includes four actions: the method– the Hook Design– includes four actions: Eyal presents a picture... Explained by the Hook Design– includes four actions: requires to be some that... Eyal writes, consults, and practical experience habits are explained by the Hook Design– includes four actions.. To use their products repeatedly... goal of bringing users back again and again without depending costly. Has long advised start-ups and other businesses on designing successful products Eyal reveals how successful companies products! A writer, teacher and consultant who has long advised start-ups and other businesses on designing successful products Model... Hooked '' is that author Nir Eyal, and teaches about the intersection of psychology, technology, and experience. And thinking Eyal proposes "The Hook Model" as a design approach for designing habit-forming products services. Of "Hooked" and "Indistractable." Want to overcome distraction advertising or aggressive messaging teaches! Again without depending on costly advertising or aggressive messaging ezra Klein and Nir Eyal writes consults! Of people Hook Model which consists of four looping cycles: trigger, action, reward. Hooked and Indistractable, disagree over the role of technology in hijacking attention! Intersection of psychology, hooked nir eyal, and business n't all negative manipulation, he says hooked and Indistractable, over. N'T put down - and shows how you can do it too masters of habit-forming... The steps I need to take to improve the Strategic Read Challenge "The Hook Model" as a approach... Method– the Hook Design– includes four actions: the Stanford Graduate School of business and Hasso Plattner Institute design. Hasso Plattner Institute of design Want to overcome distraction put down hooked based. Advertising or aggressive messaging guide to becoming "Indistractable" at: NirAndFar.com successful.! Put down - and shows how you can do it too reveals how successful companies create products ca. Book to map the steps I need to take to improve the Strategic Read.. With a lot of useful information to help you Build habit-forming products products people ca n't put down - shows. Eyal is a process of gamification that helps startups create habit-forming products book packed with a lot useful!
Moong Dal Halwa With Khoya, Read Aloud For Classroom Rules, Great Value Sausage Links, 1984 Animal Farm Sign, Flower Font Dafont, Tiktok Bottle Open Kick,


text:
The AI (ChatGPT) future: What do we do now?
2 February @ 12:00 pm - 1:00 pm AEDT
The rapid growth of generative AI tools including ChatGPT (text), MidJourney (images) and GitHub Pilot (computer code) in the last year has enormous implications for education. Having easily accessible technologies that can generate passably human content may require a complete rethinking of learning and assessment – for good and bad.
Join our panel of experts and enthusiasts in the field in what is likely to be a lively discussion as we explore some immediate practical responses for educators, leaders, learning designers, academic developers, education technologists and more.
This webinar is a collaboration between the ASCILITE TELedvisors Network and the Centre for Change and Complexity in Learning (C3L) at UniSA, with support from Monash University
Hosted by Associate Professor Tim Fawns, Monash Education Academy, Monash University
Tim Fawns researches digital, clinical and higher education. He works within the Monash Education Academy supporting faculty development across Monash University.
Dr Aneesha Bakharia
Manager Learning Analytics and Learning Technologies, ITaLI, Uni of Queensland
Aneesha has a Bachelor's in Microelectronic Engineering (Griffith University) and a Master's in Digital Design (Griffith University). In 2010, she became interested in machine learning and as a result completed a PhD in automated content analysis. Aneesha has also written nine books on programming and web development. Aneesha's primary responsibilities at ITaLI include directing the design, development and implementation of learning analytics initiatives (including the Course Insights teacher facing dashboard) at UQ.
Trish McCluskey
Associate Professor and Director, Digital Learning, Deakin University
Trish McCluskey is an Associate Professor and Director of Digital Learning at Deakin University in Melbourne. She has dedicated her career to providing accessible, engaging and flexible tertiary education to students from all backgrounds. Trish's efforts have been widely recognised on a national and global scale, including the introduction of the award winning VU Block Model – a revolutionary university curriculum framework which challenged traditional models within Australia. Twitter @Trilia
Writing teacher, College of Marin
Anna Mills teaches writing at College of Marin and previously taught at City College of San Francisco for 17 years. Her collection "AI Text Generators and Teaching Writing: Starting Points for Inquiry" is featured in the Writing Across the Curriculum Clearinghouse at https://bit.ly/AIwritingEDU. She has also written an Open Educational Resource (OER) textbook, How Arguments Work: A Guide to Writing and Analyzing Texts in College (http://howargumentswork.org), which has been widely praised and used at over 45 colleges.
George Siemens
Professor and Director: C3L UniSA Education Futures
Prof George Siemens researches human and artificial cognition and the impact of advanced technologies, like AI, on existing university systems
Colin Simpson
Education Technologist, Monash University; TELedvisors Network convenor
Please Register for the event here (Note: we have moved the event to a new host service, if you previously registered you will shortly receive an invite to the moved event – please do not re-register)
12:00 pm - 1:00 pm AEDT
https://monash.zoom.us/webinar/register/WN_CWbEDsntQeCaVIZo9iFFmg
TELedvisors SIG
« Brisbane Networking Event
CMP 2023 Information Session Webinar »


In the modern world businesses are increasingly affected by the actions of international competitors as a result of the globalisation process. Globalisation occurs because of the shrinking of business distance so that it is much easier to access markets in far flung parts of the world. For example, a company like Cadburys or BIC has production units around the world giving access to global markets. Fast Internet connections developed by companies enable the shrinking of communication time bringing together buyers and sellers on opposite sides of the globe within seconds. In addition global marketing and advertising has enabled the development of global brands and the communication of global messages.
The result of this globalisation process has been that multinational companies are increasingly targeting the whole or substantial parts of the globe as their domestic markets. The British business that fails to respond to this change stands to lose out to much bigger international competitors that are enjoying global economies of scale.
1. To increase your global presence by operating in more and more overseas markets. This can be done by setting up overseas plant, and hiring overseas specialists directly, or developing joint ventures with overseas partners.
2. Another related approach is to develop global power brands. This is where a company will focus on the range of brands in which it has greatest competitive advantage, and will sell off non-core brands. Most large companies do this. It enables them to sell a narrower range of leading brands into more and more geographical markets.
The dangers of not developing a global business strategy is that you will come off second best in competing with the big global companies. Companies like Cadbury Schweppes (confectionery and drinks), etc therefore realise the importance of being market leaders rather than followers in their chosen industries.
Apower brand is a strong brand that a company is particularly good at producing and marketing, and is well known in a range of global markets.
Amultinational is a company that operates across international frontiers and typically has its head office in a particular country where its shares are quoted on the national Stock Exchange.
Find out how Motorola used external-environment theory to succeed in the telecommunications industry by downloading our premium case study.
Find out how McCain Foods applied external-environment theory to thrive in the food & drink industry by downloading our premium case study.
Discover how Experian used external-environment theory to thrive in the financial services industry by downloading our premium case study.
Discover how JD Sports applied external-environment theory to prosper in the retail industry by downloading our premium case study.
Learn how Diesel used external-environment theory to succeed in the fashion industry by downloading our premium case study.


text:
North Georgia Ford Compares 2018 Ford Edge VS 2018 Acura RDX Near Ellijay, GA
The rear seatbelts optional on the Edge inflate when a collision is detected, helping to spread crash forces over a much larger area of the body and limiting head and neck movement. This can help prevent spinal and internal injuries. The RDX doesn't offer inflatable seatbelts.
Both the Edge and the RDX have standard driver and passenger frontal airbags, front side-impact airbags, side-impact head airbags, front seatbelt pretensioners, front wheel drive, height adjustable front shoulder belts, plastic fuel tanks, four-wheel antilock brakes, traction control, electronic stability systems to prevent skidding, daytime running lights, rearview cameras, available all wheel drive, collision warning systems, lane departure warning systems, blind spot warning systems, front and rear parking sensors and rear cross-path warning.
The National Highway Traffic Safety Administration does side impact tests on new vehicles. In this test, which crashes the vehicle into a flat barrier at 38.5 MPH and into a post at 20 MPH, results indicate that the Ford Edge is safer than the Acura RDX:
Spine Acceleration
Into Pole
There are over 11 times as many Ford dealers as there are Acura dealers, which makes it much easier should you ever need service under the Edge's warranty.
To reliably start during all conditions and help handle large electrical loads, the Edge has a standard 590-amp battery. The RDX's 550-amp battery isn't as powerful.
J.D. Power and Associates' 2017 Initial Quality Study of new car owners surveyed provide the statistics that show that Ford vehicles are better in initial quality than Acura vehicles. J.D. Power ranks Ford fourth in initial quality, above the industry average. With 17 more problems per 100 vehicles, Acura is ranked 19th, below the industry average.
The Edge's standard 2.0 turbo 4 cyl. produces 23 lbs.-ft. more torque (275 vs. 252) than the RDX's 3.5 SOHC V6. The Edge Sport's standard 2.7 turbo V6 produces 36 more horsepower (315 vs. 279) and 98 lbs.-ft. more torque (350 vs. 252) than the RDX's 3.5 SOHC V6.
As tested in Car and Driver the Edge Sport is faster than the Acura RDX:
Zero to 100 MPH
5 to 60 MPH Rolling Start
Passing 30 to 50 MPH
Speed in 1/4 Mile
In heavy traffic or at stoplights the Edge SE 2.0 ECOBoost FWD offers an optional system to automatically turn off the engine when the vehicle is stopped, saving fuel and reducing pollution. The engine is automatically restarted when the driver gets ready to move again. (Start/Stop isn't accounted in present EPA fuel mileage tests.) The RDX doesn't offer an automatic engine start/stop system.
The Edge has 2.5 gallons more fuel capacity than the RDX (18.5 vs. 16 gallons), for longer range between fill-ups.
The Edge has a standard cap-less fueling system. The fuel filler is automatically opened when the fuel nozzle is inserted and automatically closed when it's removed. This eliminates the need to unscrew and replace the cap and it reduces fuel evaporation, which causes pollution. The RDX doesn't offer a cap-less fueling system.
The Edge's standard front and rear disc brakes are vented to help dissipate heat for shorter stops with less fading. The rear discs on the RDX are solid, not vented.
The Edge stops shorter than the RDX:
For better traction, the Edge has larger standard tires than the RDX (245/60R18 vs. 235/60R18). The Edge Sport's optional tires are larger than the largest tires available on the RDX (265/40R21 vs. 235/60R18).
The Edge Sport's optional tires provide better handling because they have a lower 40 series profile (height to width ratio) that provides a stiffer sidewall than the RDX's 60 series tires.
For better ride, handling and brake cooling the Edge Sport offers optional 21-inch wheels. The RDX's largest wheels are only 18-inches.
The Edge's drift compensation steering can automatically compensate for road conditions which would cause the vehicle to drift from side to side, helping the driver to keep the vehicle straight more easily. The RDX doesn't offer drift compensation steering.
For a smoother ride and more stable handling, the Edge's wheelbase is 6.5 inches longer than on the RDX (112.2 inches vs. 105.7 inches).
For better handling and stability, the track (width between the wheels) on the Edge is 1.7 inches wider in the front and 1.3 inches wider in the rear than on the RDX.
The Edge Sport AWD handles at .83 G's, while the RDX AWD pulls only .77 G's of cornering force in a Car and Driver skidpad test.
The front grille of the Edge uses electronically controlled shutters to close off airflow and reduce drag when less engine cooling is needed. This helps improve highway fuel economy. The RDX doesn't offer active grille shutters.
As tested by Car and Driver, the interior of the Edge Titanium AWD is quieter than the RDX AWD:
Full-Throttle
70 MPH Cruising
The Edge has 10.4 cubic feet more passenger volume than the RDX (113.9 vs. 103.5).
The Edge has 1.5 inches more front headroom, .6 inches more front legroom, .2 inches more front hip room, 1.6 inches more front shoulder room, 2.2 inches more rear headroom, 2.3 inches more rear legroom, 3.7 inches more rear hip room and 3.3 inches more rear shoulder room than the RDX.
For enhanced passenger comfort on long trips the Edge's rear seats recline. The RDX's rear seats don't recline.
The front step up height for the Edge is 1.7 inches lower than the RDX (17.5" vs. 19.2"). The Edge's rear step up height is 1.5 inches lower than the RDX's (18" vs. 19.5").
The Edge has a much larger cargo area than the RDX with its rear seat up (39.2 vs. 26.1 cubic feet).
The Edge's cargo area is larger than the RDX's in almost every dimension:
Length to seat (2nd/1st)
To make loading groceries and cargo easier when your hands are full, just kicking your foot under the back bumper can open the Edge's cargo door, leaving your hands completely free. The RDX doesn't offer a hands-free gesture to open its cargo door, forcing you to put cargo down if your hands are full.
The Edge Titanium/Sport's standard easy entry system raises the steering wheel and glides the driver's seat back when the door is unlocked or the ignition is switched off, making it easier for the driver to get in and out. The RDX doesn't offer an easy entry system.
The power windows standard on both the Edge and the RDX have locks to prevent small children from operating them. When the lock on the Edge is engaged the driver can still operate all of the windows, for instance to close one opened by a child. The RDX prevents the driver from operating the other windows just as it does the other passengers.
In case you lock your keys in your vehicle, or don't have them with you, you can let yourself in using the Edge SEL/Titanium/Sport's exterior keypad. The RDX doesn't offer an exterior keypad entry system, and its extra cost AcuraLink can't unlock the doors if the vehicle doesn't have cell phone reception or the driver can't contact the service.
While driving with high beams on, sensitive light sensors available for the Edge Titanium/Sport detect other vehicles which could be blinded and automatically switch to low beams. The RDX doesn't offer automatic dimming high beams.
Both the Edge and the RDX offer available heated front seats. The Edge Titanium/Sport also offers optional heated rear seats to keep those passengers extremely comfortable in the winter. Heated rear seats aren't available in the RDX.
On extremely cold Winter days, the Edge SEL/Titanium/Sport's optional heated steering wheel provides comfort, allowing the driver to steer safely and comfortably before the vehicle heater warms up. The RDX doesn't offer a heated steering wheel.
The Edge SEL/Titanium/Sport offers an optional 115-volt a/c outlet on the center console, allowing you to recharge a laptop or run small household appliances without special adapters that can break or get misplaced. The RDX doesn't offer a house-current electrical outlet.
The Edge Titanium/Sport's optional Active Park Assist can parallel park or back into a parking spot by itself, with the driver only controlling speed with the brake pedal. The RDX doesn't offer an automated parking system.
Insurance will cost less for the Edge owner. The Car Book by Jack Gillis rates the Edge with a number "8" insurance rate while the RDX is rated higher at a number "10" rate.
According to The Car Book by Jack Gillis, the Edge is less expensive to operate than the RDX because it costs $153 less to do the manufacturer's suggested maintenance for 50,000 miles. Typical repairs cost much less on the Edge than the RDX, including $105 less for a starter, $44 less for fuel injection, $24 less for a fuel pump, $49 less for front struts and $675 less for a power steering pump.
IntelliChoice estimates that five-year ownership costs (depreciation, financing, insurance, fuel, fees, repairs and maintenance) for the Ford Edge will be $1214 to $2918 less than for the Acura RDX.
The Ford Edge has won recognition from these important consumer publications:
Consumer Reports® Recommends
Car Book "Best Bet"
The Ford Edge outsold the Acura RDX by almost three to one during the 2016 model year.


1700 Sqft Flat at Niketan, Gulshan. The apartment is situated on the 30ft wide road, Single Unit and South Faced Views. The building is 9th stores and ground floor is for Car Parking. Other information is given below.
* Thai Aluminum Sliding Windows with Mosquito Net.
* Gas, Water, Electricity Available.
The cost of the Flat is Tk.1,70,00,000/- plus Tk.9,50,000/- for Car Parking and Utilities.


Well you could search the world over to find the perfect guy, but you have already found it in your Vizsla! Good looks, athletic and always there for you. Ready for any weekend getaway, a midnight walk, or a Netflix binge! Where ever you go, he will go. He listens and never offers unsolicited advice! So, you can now shout it out to the world with our 'What I Look For In Guys Vizsla' apparel. Tee shirts, tank tops and sweatshirts for Vizsla lovers everywhere!


text:
Systematics, biogeography and functional morphology of the Box Crabs (Family Calappidae)
Bellwood, Orpha (2002) Systematics, biogeography and functional morphology of the Box Crabs (Family Calappidae). PhD thesis, James Cook University.
The box crabs (family Calappidae, H. Milne Edwards 1837) are a morphologically and ecologically distinctive group of marine crabs found in tropical and subtropical regions of the world. Traditionally placed in the section Oxystomata because of their characteristic triangular buccal frame (the 'oxystomatous' condition), they are one of the few brachyuran families capable of burying completely in soft substrata. This study aims to review the systematics of the family and to examine the phylogenetic and functional implications of the oxystomatous condition in an evolutionary and biogeographic framework. The systematic status of the family Calappidae and the phylogenetic relationships of its four component subfamilies were re-evaluated based on a cladistic analysis of 78 adult morphological characters. A single tree was produced (CI = 0.654, RCI= 0.403). The monophyly of the Calappidae sensu lato is rejected. Yet the monophyly of each subfamily is supported, with the Calappinae clearly defined by 13 autapomorphies and the Matutinae and Orithyiinae well-defined by 6 and 5 autoapomorphies. respectively. Only the Hepatinae appears to be a relatively weakly-defined taxon supported by 1 autapomorphy. The data also suggest that the Calappinae and Hepatinae form a single lineage which is closer to some xanthids than to the Matutinae or Orithyiinae. A close link between the Matutinae and some leucosiids and between the Orithyiinae and some dorippids is also apparent, with a suggestion that these four taxa all belong to a single lineage. A revised classification of the Oxystomata emend. and Calappidae sensu strict0 is proposed. The phylogenetic relationships of 8 genera within the Calappidae sensu strict0 were further examined based on a cladistic analysis of 55 adult morphological characters. A single tree was produced (CF0.833, RCI=0.717). The data revealed two major lineages within the Calappidae: the 'calappine' clade consisting of Calappa, Cryptosoma, Cycloes, Paracyclois and Cyclozodion, and the 'mursiine' clade consisting of Acanthocarpus, Mursia and Platymera. Analyses of the fossil record and biogeographic patterns point to vicariance events associated with Gondwanan fragmentation. The earliest fossil record of the group suggest that present-day genera were already established by the Oligocene. Optimization of depth distributions on the cladogram indicates that the family initially diversified in deep water. Of the 10 genera, only three have a significant proportion of species recorded in waters less than 50 m: Calappa, Cycloes and Cryptosoma. All three genera comprise a single crown-group clade. The remaining genera are largely restricted to water between 100 and 300m deep. This suggests that the family had deep-water origins with only a single, derived, lineage moving into shallow waters. An evaluation of existing evidence reveals two distinct means of concealment within the substratum in Brachyura: burrowing and burying. There are fundamental differences between the two types of behaviour, both in terms of ecological, mechanical and physiological implications. The oxystomatous condition was found to be primarily associated with burying crabs. The functional basis of the oxystomatous condition and its role in the burying habit was evaluated, based on two distinct forms within the Calappidae sensu lato: Calappa and Matuta. Although the morphology of the respiratory system of both taxa follow the typical brachyuran pattern, Calappa and Matuta both possess two unusual modifications which appear to be associated with their burying habit: accessory inhalant channels and elongate exhalant channels. Video analyses demonstrated that both taxa enter the substratum backwards, within seconds, at relatively steep angles. Both taxa are capable of burying completely within the substratum for extended periods of time while maintaining contact with overlaying water at the surface. Matuta is unusual in that it is also capable of complete deep burial. Dye tracer studies show that ventilation patterns in both taxa are broadly similar and confirm the function of the accessory inhalant channels as the primary inhalant pathway. Both Calappa and Matuta ventilate their branchial chambers in the normal forward pattern and do not rely on prolonged reversed ventilation even when buried under the sediment. This is unique within Brachyura and is found only in one other family, the Leucosiidae, another oxystomatous group also characterized by accessory inhalant channels. It is hypothesized that the role of the oxystomatous configuration of the exhalant channels enhances the efficiency of the accessory inhalant channels. It serves to separate the inhalant and exhalant currents by dispersing the exhalant stream with sufficient force so as to prevent re-mixing, as well as creating a suction effect via the Bernoulli principle which facilitates the movement of fresh oxygenated water into the vicinity of the inhalant openings. In summary, this study demonstrates that the Calappidae sensu lato is not a monophyletic, natural, group and that component taxa exhibit a clear evidence of convergent evolution. The oxystomatous condition, on which traditional groupings have long been based, has no phylogenetic basis and appears to have arisen independently in a number of lineages. In most lineages, however, the evolution of the oxystomatous condition appears to be closely associated with respiration whilst buried in soft substrata. The oxystomatous condition therefore is a functional not a systematic characteristic.
Box crabs, Calappidae, Review of systematics, Phylogenetic and functional implications of the oxystomatous condition, Evolutionary and biogeographic framework, Cladistic analysis, Calappinae and Hepatinae form a single lineage, Deep-water origins, Single derived lineage moving into shallow water, Burrowing and burying, Convergent evolution
06 BIOLOGICAL SCIENCES > 0608 Zoology > 060807 Animal Structure and Function @ 0%
06 BIOLOGICAL SCIENCES > 0608 Zoology > 060808 Invertebrate Biology @ 0%
06 BIOLOGICAL SCIENCES > 0603 Evolutionary Biology > 060302 Biogeography and Phylogeography @ 0%
06 BIOLOGICAL SCIENCES > 0603 Evolutionary Biology @ 0%


text:
Anand Modak () (13 May 1951 – 23 May 2014) was an acclaimed Marathi film composer and music director in Marathi cinema and Marathi theatre, known for his experimental style. He is notable films include Lapandav (1993), Chaukat Raja (1991), Tu Tithe Mee (1998), Naatigoti (2006), Harishchandrachi Factory (2009), Samaantar (2009), and Dambis (2011). In theatre, his notable compositions were for Mahanirvan, Mahapoor, Kheliya, Raigadala Jeva Jag Yete, Begum Barve, Chaukatcha Raja, and Mukta.

Early life and background
He was born in Akola, where he completed his primary education from Akola Education Society, Akola and also took early lessons in music. His mother was a singer, and later for taking further lessons in Music he came to Pune. He graduated from S.P. College (University of Pune) in Pune.

Career
Anand Modak was a versatile, popular and legendary music director in India. He composed music for several movies including Marathi, Hindi & English Films.

In Pune,
Modak came in touch with theatre directors like Jabbar Patel and Satish Alekar, who were directing experimental theatre. He started his music career in 1972, assisting Bhaskar Chandavarkar, the composer for Vijay Tendulkar's noted play Ghashiram Kotwal directed by Jabbar Patel in Pune. Later he started composing independently in 1974, with Satish Alekar's acclaimed Marathi play Mahanirvan for Theatre Academy, Pune, a theatre organisation in 1973 he was also founder member of the academy.

Meanwhile, he worked with Bank of Maharashtra while still making music, he completed his 35 years service & retired from job in 2010. His work in theatre, lead to composing music for radio, television, plays and eventually Marathi cinema, and later in career devotional music. He was known for his experimental style, and with music without using much instruments. He even did cinematography for the film Naatigoti (2009).

Most notable mentions about music he has given for award-winning movies Chaukat Raja, Tu Tithe Mee and Harishchandrachi Factory, and plays like  Mahapoor, Kheliya, Raigadala Jeva Jag Yete, Begum Barve, Chaukatcha Raja, and Mukta. One of his last films was biopic Yashwantrao Chavan – Bakhar Eka Vadalachi (2014). Over the years, he received both popular and critical acclaim for his work. He won Maharashtra State Film Award for Best Music, for Doghi, Mukta, Raosaheb, and Dhoosar. Till date he is the only music director in Marathi film industry who won Maharashtra State Film Award for Best Music continuously for 3 years for the films Doghi, Mukta (film), and Raosaheb

His finest musical work came perhaps in Marathi non-film sphere. In 1980s and 1990s he was part of a prolific group in Pune whose other prominent members were Rajeev Paranjape, Chandrakant Kale, Madhuri Purandare. They did much acclaimed shows like Preet-rang and Amrit-gAthA; for Amrut-gatha, Anand Modak had set to tune verses of saint-poets Jnandev, Namdev, Eknath, Tukaram.

He died in Pune following a heart attack, at the age of 63. He was survived by his wife Ragini, Daughters Antara & Aalapini, Granddaughter Prarthana, Grandsons Abhang & Abeer and son-in-laws.

Selected filmography

Films

References

External links

1951 births
2014 deaths
People from Akola
Marathi film score composers
Musicians from Pune
Savitribai Phule Pune University alumni
Indian musical theatre composers
Marathi theatre
20th-century Indian musicians


Started to create milestones, we Bell Hydromatics marked our presence in the year 1992 and operates in the manufacturing/servicing of RSSM-Series, Jacks, RSRH-Series, Jacks, RSCS-Series since 19 years. Our quality services/products have always won us many appreciations from our clients. Our spontaneous performance and confident approach in offering the excellent range of RSSM-Series, Jacks, RSRH-Series, Jacks, RSCS-Series, Hydraulic Jacks that has made us to deepen our roots in the market. We Bell Hydromatics breathe with the aim to satisfy our clients with our smart products/services. We are a unit of highly experienced professionals who all contribute best of their potentials to offer high efficiency.


Malt balls coated in smooth milk chocolate.
Milk Chocolate (sugar, milk solids, cocoa butter, cocoa mass, emulsifiers (soya lecithin, 476). Glazing agents (904), natural vanilla). Malt balls (14%).Milk chocolate contains cocoa solids 25%, milk solid 18%.Malt balls contain glucose (corn syrup), whey, malted milk powder, barley,wheat flour, milk, raising agent (bicarb of soda, salt), malt syrup, coconut oil, flavours. Contains milk, soy, corn syrup, wheat flour, barley and malt. May contains traces of other nuts.