text:
Politics and business magazines
Frederick's of Hollywood, Inc.
Web site: http://www.fredericks.com
Employees: 1,600
Sales: $200 million (2002 est.)
NAIC: 448190 Other Clothing Stores; 454111 Electronic Shopping; 454113 Mail-Order Houses
Frederick's of Hollywood, Inc. is a leading U.S. intimate apparel retailer, with an emphasis on racier clothing and other items. Through about 160 mainly mall-based stores, a mail-order business, and an online shopping site, Frederick's sells lingerie, bras, and panties, as well as sportswear, dresses, swim-wear, shoes, hosiery, accessories, and a line of menswear. Increasing competition from upstart lingerie retailer Victoria's Secret hurt the company throughout the 1990s, and Frederick's finally was forced to file for Chapter 11 bankruptcy protection in July 2000. Following a thorough restructuring, the firm emerged from bankruptcy in January 2003, majority owned by a consortium of creditors led by Crédit Agricole, a French investment bank. In an attempt to differentiate itself from Victoria's Secret and other competitors, Frederick's has repositioned its product line to appeal to younger women by returning to a racier image—but not to the raunchy image on which the company made its reputation.
Postwar Foundation
The company is named for its founder and longtime president Frederick Mellinger, who conceived of his lingerie business while serving in the armed forces during World War II. In 1946, after his discharge, Mellinger established a mail-order undergarment operation in New York City. Known as Frederick's of Fifth Avenue, his shop offered racy black bras and panties embellished with lace and appliqués.
Mellinger took his fancy foundations to more permissive California in 1947, changing the name of the catalog business to Frederick's of Hollywood that same year. Tinseltown's glitz and glamour provided the perfect backdrop for the ground-breaking retailer, and a parade of starlets and models provided a ready customer base.
Mellinger, who came to be known as "Mr. Frederick" among his clientele, soon began to specialize in figureenhancing foundations and accessories. He designed and began selling the first push-up bra, dubbed the "Rising Star," in 1948. Fanny pads, girdles, sky-high heeled shoes, hosiery, wigs, false eyelashes, even head pads to achieve the illusion of height—anything necessary to achieve "Frederick's figure balancing act"—followed in the years to come. The company even offered an inflatable bra that came complete with a "free straw." The catalogs and stores later added glamorous evening wear, much of it designed by Mr. Frederick himself. The garments featured daring necklines, high slits, and sheer fabrics intended to appeal to men as much as women. In fact, Mellinger once wrote that his goal was to offer "the most alluring, body-hugging, figureenhancing outer fashions … always aimed at men."
Mr. Frederick opened his first retail store in California in 1952 and others soon followed. The flamboyant Art Deco flagship store soon became known as "the purple palace." Mellinger started advertising his catalog and garments in nationally circulated magazines using saucy tag lines such as "Fashions Change—But Sex Is Always in Style." It was Frederick's that brought French bikinis to the United States during the 1950s. After incorporating in 1962, Frederick's continued to expand its product offerings in the sexually permissive environment of the 1960s and 1970s. Soon pasties, anonymously written sexual guides, and other "sexually oriented non-apparel products" appeared in the catalogs.
Although Frederick's offered its stock to the public in 1972, the Mellinger family continued to control a majority of the company's stock through the early 1990s. By the end of the 1970s, the chain had expanded to more than 150 stores, accounting for over half of overall sales. The company enjoyed peak prosperity during the mid-1970s. Sales more than doubled, from $9.7 million in 1971 to $24 million in 1976, while net income tripled, from slightly less than $500,000 to $1.5 million. It was to be Frederick's highest-ever level of profitability, as a combination of societal changes and management problems converged on the lingerie retailer.
Americans' sexual mores and their tastes in lingerie grew increasingly conservative in the 1980s. The septuagenarian founder and his management team, however, were slow to realize these trends. (Unbeknownst to the board of directors, in fact, Mellinger was afflicted with Alzheimer's disease during this time.) While company sales rose from $39.3 million in 1981 to $45.3 million in 1984, net profits slid from a high of $2.2 million to $627,000. This dramatic decline in profitability was reflected in the company's eroding stock price, which dropped from $7 per share in mid-1983 to less than $2 by mid-1985. By the time Mellinger retired in September 1984, his company had experienced its first-ever loss, a $148,000 shortfall on sales of about $45 million. In 1985, Forbes magazine's Ellen Paris speculated that Frederick's dip into the red meant that sex must be "going out of style." Nevertheless, when Mellinger died in 1990 at the age of 76, he was praised as a brave pioneer of intimate fashions and groundbreaking foundations.
In May 1985, after a short period of leadership under interim managers, Frederick's board of directors hired former Carter Hawley Hale home furnishings division chief George Townson to take the reins at Frederick's as chairman and CEO. Townson brought two decades of experience in mail-order retailing, although none of it was in apparel, let alone lingerie.
From Raunch to Romance in the Late 1980s
It did not take Townson long to pinpoint Frederick's problems. He later enumerated the shortcomings to Direct Marketing 's Mollie Neal: "Outdated business assumptions, deteriorating conditions of our stores, ineffective management, inadequate merchandising and financial reporting systems, a dwindling core customer base, more sophisticated competition, archaic structures and antiquated policies." The new CEO immediately mapped out a ten-year plan for what he called the "desleazification" of Frederick's.
Store renovations shunned the traditional garish purples and hot pinks for more subtle lavenders and mauves, while softer lighting and new carpeting in the stores made for a more romantic, less burlesque atmosphere. The high-profile, $300,000 renovation of the "purple palace" was a prime example of this physical repositioning. Not only did the company redecorate—including covering over the outrageous lavender facade with gray paint—but it also celebrated its heritage with the opening of the world's first Lingerie Museum, featuring some of Frederick's earliest designs as well as undergarments of the stars. Los Angeles Mayor Tom Bradley declared "Frederick's of Hollywood Day" on the occasion of the grand reopening, November 8, 1989. The vast majority (80 percent) of Frederick's nearly 200 stores had been redecorated by 1991.
CEO Townson hired marketing consultant Walter K. Levy to assess the company's product line and target audience. A new merchandising scheme emerged from his observations. Frederick's pared what had become an excessively broad and (in the eyes of many Americans) lewd line, dropping such items as explicit videos and bawdy games. Frederick's stores also stopped carrying certain lines of apparel and accessories, including wigs, sportswear, and swimwear (although these last two categories continued to be offered in mail-order catalogs). At the same time, the company expanded its loungewear and men's undergarment lines.
The revamp—or, as many company observers punned, "devamp"—of Frederick's of Hollywood catalogs also focused on bringing the publication out of the fringes and into the mainstream. Even into the 1980s, the catalogs had featured explicit black-and-white photos interspersed with exaggerated and cartoonish line drawings. The new catalogs featured heavier paper, a new logo and motto ("An Intimate Experience"), and tasteful color photographs of models wearing Frederick's lingerie. Although catalog sales slid by about 5 percent with the first new issue, they quickly began to recover, with sales and profits gaining by double-digit percentages in the latter years of the decade. Frederick's move away from mail-order's "red-light district" enabled it to buy mailing lists from catalogers who would have previously been embarrassed to be associated with the lingerie merchant. As a result, catalog circulation more than tripled from 7.5 million in 1985 to 26 million by 1990.
Frederick Mellinger establishes a mail-order lingerie business in New York City called Frederick's of Fifth Avenue.
Mellinger relocates the business to California, renaming it Frederick's of Hollywood.
Mellinger designs and begins selling the first push-up bra, dubbed the "Rising Star."
The first retail store opens in California.
The company is incorporated as Frederick's of Hollywood, Inc.
The company goes public, but the Mellinger family continues to own a majority stake.
Frederick's suffers a net loss for the year, its first ever; Mellinger retires.
George Townson is brought onboard as chairman and CEO and launches a "desleazification" of Frederick's.
The company launches an online shopping site.
Investment bank Knightsbridge Capital Corp. takes Frederick's private in a $66.6 million leveraged deal.
Linda LoRe is named president and CEO.
Knightsbridge sells the company to investment firm Wilshire Partners; burdened by debt, Frederick's files for Chapter 11 bankruptcy protection.
The company emerges from bankruptcy under the majority ownership of a consortium of creditors led by Crédit Agricole, a French investment bank.
Behind the scenes, CEO Townson purged the executive ranks, bringing in 18 new managers within his first two years at the top. He also invested in new computer hardware, including cash registers and data processing equipment and software. Frederick's retail rebirth clearly followed the lead of upstart competitor Victoria's Secret, a subsidiary of The Limited Inc. By 1988, Victoria's Secret had more than triple the annual sales volume with about the same number of stores. But while Frederick's had shed much of its most explicit merchandise and imagery, the company still managed to maintain its "naughty" cachet. Townson reflected on this factor in a 1996 interview with Marianne Wilson of Chain Store Age Executive magazine, noting, "Generally speaking, Victoria's Secret is more mainstream and romantic. Frederick's is fun and sexy." The new CEO's turnaround was effective and quick. Frederick's sales more than doubled from $45.2 million in 1985 to $114.1 million in 1991 and profits burgeoned to a historic high of $5.2 million.
Furtive Growth in the Early 1990s
Sales increased from $117 million in fiscal 1992 to nearly $143 million in 1995, while profits declined from $5.1 million to a loss of $903,000 in 1994, then rebounded to $2.7 million in 1995. Townson blamed Frederick's difficulties on rising postage and paper costs, a generally soft retail environment, the severe recession in California (where the company had a heavy concentration of stores), and increasing competition. Indeed, Townson's 1995 letter to shareholders noted that "department stores, mass merchandisers and specialty stores have significantly expanded their intimate apparel lines." By this time, Victoria's Secret alone had $1.8 billion sales and 600 retail outlets.
In 1995 the company made its first international foray, circulating a holiday catalog in Canada. In 1996, the year the company celebrated its 50th anniversary, Frederick's rolled out a new store prototype. The new design was slightly more sophisticated than previous formats, aimed to be more customer friendly, and was nearly twice as large as the existing average outlet—2,300 square feet versus 1,200. The company also introduced a new cosmetics line, but it did not perform well and was soon abandoned. Late in 1996 the company launched its online shopping site, which generated more than $1 million in sales during its first year.
Going Private in the Late 1990s
In June 1996 the Mellinger family put its 50.2 percent stake in Frederick's up for sale. Frederick Mellinger's widow had died in 1993, and the family members were in need of cash to pay off estate taxes of between $11 million and $12 million that were coming due. This was not a propitious time for a sale, as the stock had fallen 78 percent over the previous three years, from $17.87 per share to $4. Following the company's announcement of a loss of $438,000 for the fiscal year ending in August 1996, the stock dipped below the $4 mark. It rebounded, however, after a strong earnings report of $2.9 million for the first half of fiscal 1997. This laid the groundwork for the board's approval in June 1997 of an offer from investment bank Knightsbridge Capital Corp. to pay $6.14 per share for all outstanding stock, translating into a $52.8 million deal. A brief takeover battle ensued, when Veritas Capital Inc., a merchant banker and private equity investment firm, made competing offers, first of $7 per share and finally of $9 per share. In late September, however, Knightsbridge prevailed with an increased bid of $7.75 a share, or $66.6 million, for two main reasons: To pursue the higher bid from Veritas, Frederick's board would have had to pay Knightsbridge a $4.5 million termination fee, and Knightsbridge had already gained control of a majority of the shares, meaning that it could vote against any competing bids. A shareholder-led lawsuit to block the takeover was dismissed by a Delaware Court of Chancery.
Townson left the company following the takeover, and in December 1997 Frederick's of Hollywood hired its first female CEO. Terry W. Patterson came onboard having most recently served as head of Strauss Discount Auto. Knightsbridge executives felt someone outside the industry was needed to provide a fresh perspective. Patterson did indeed make some significant changes rather quickly, further eliminating some of the stores' and catalogs' sleazier elements and attempting to carry merchandise designed to appeal directly to women rather than to men buying for women. Her stint at the company was short-lived, however; Patterson was abruptly fired in March 1999 for reasons that were never fully disclosed, although it was later revealed that she had built up $22 million in excess inventory—a factor in Frederick's later bankruptcy. In July 1999 Linda LoRe, former president and CEO of upscale fragrance retailer Giorgio Beverly Hills, stepped in as president and CEO of Frederick's.
Reorganizing Under Bankruptcy Protection: Early 2000s
LoRe continued the "mainstreaming" of Frederick's that Patterson had begun, but the financial health of the company soon became the primary concern. In June 2000 Knightsbridge sold the company to Wilshire Partners, a private investment firm based in Newport Beach, California, for an undisclosed price. At this time Frederick's was sagging under the crushing weight of a $70 million debt load, most of which was a legacy of the Knightsbridge takeover, which was devised as a leveraged buyout. It was also losing its long-running battle with Victoria's Secret, whose sales neared the $3 billion mark by 1999—compared with Frederick's approximate revenues of $145 million. Therefore, Frederick's filed for Chapter 11 bankruptcy protection in July 2000 and secured new financing enabling it to maintain operations and continue to revamp its product lines and stores.
Cost-cutting came to the fore over the next few years, and during 2001 alone Frederick's reduced expenses by $6.5 million. Part of these savings came from the closure of more than 40 underperforming stores, bringing the total to around 160 by early 2003. LoRe and the other executives also used the bankruptcy as an opportunity to reposition the Frederick's brand. Knowing that they could not compete head on with the Victoria's Secret juggernaut, they pulled back on the softening of the company's image. At the same time, they had no desire to return to the raunchiness of Frederick's past. They settled for a middle ground, positioning the Frederick's brand, according to LoRe, quoted in Women's Wear Daily, as an "anti-establishment lingerie brand, an alternative brand that is playful, sexy, high quality and affordable." The company also began targeting a younger set of core customers—women in the 18- to 35-year-old age range—through such new products as the Get Cheeky line of boy-style cotton panties introduced in 2002. Also debuting were a new line of gift-packaged body care products called Boudoir Cafe and a fragrance line introduced in the fall of 2003. Yet another new store format was unveiled that same year, a smaller 1,000-square-foot design that, according to Women's Wear Daily 's Kristin Young and Dan Burrows, "resemble[d] a jewel box with a boudoir-style interior decorated in cherry-wood paneling, red velvet drapes and leopard carpeting." The new format was to be rolled out very slowly as funds became available. Finally, Frederick's had traditionally used its catalogs as its main marketing tool, but the company launched an advertising campaign during the 2001 holiday season and continued to place ads thereafter—on bus shelters, on the radio, in print, but not yet on television.
In January 2003 Frederick's of Hollywood emerged from bankruptcy. As part of the reorganization plan, Wilshire Partners gave up its equity, and a consortium of creditors led by Crédit Agricole, a French investment bank, converted some of their debt into an 80 percent stake in the company. With liabilities of just $28.8 million, Frederick's exited Chapter 11 a much stronger company seemingly on the rebound. Observers saw some challenges in the company's future, however. Victoria's Secret also was targeting younger women, and several general apparel chains, such as Abercrombie & Fitch, Express, and the Gap, were launching their own lingerie lines. It also was reported that Crédit Agricole wanted to push for a sale of the company following the exit from bankruptcy, which added another element of uncertainty about Frederick's future course.
Principal Subsidiaries
FOH Stores; Hollywood Mail Order LLC.
Principal Competitors
Intimate Brands; Spiegel, Inc.; J.C. Penney Company.
Brookman, Faye, "Frederick's: Selling Beauty Along with Sex," Women's Wear Daily, August 30, 1996, p. 7.
Caminiti, Susan, "The Leading Man of Lingerie," Fortune, October 10, 1988, p. 163.
Cone, Edward F., "Skimpy Garments, Big Profits," Forbes, January 9, 1989, p. 12.
Cook, Dan, "Risque Business," California Business, May 1991, p. 21.
Dowling, Melissa, "Frederick's Gets Sold—Finally," Catalog Age, August 1997, p. 6.
Edelson, Sharon, "Getting More Intimate: 2 Key Lingerie Chains Focus on Manhattan," Women's Wear Daily, November 13, 1995, p. 1.
"Frederick's of Hollywood: A History, 1946–1996," Hollywood: Frederick's of Hollywood, 1996.
"Frederick's Year in Black," Women's Wear Daily, November 6, 1995, p. 16.
Ginsberg, Steve, "Frederick's of Hollywood: A New Image," Women's Wear Daily, March 10, 1988, p. I23.
Gill, Penny, "Desleazification Pays Off," Stores, May 1991, p. 44.
Gordon, Mitchell, "Frederick's of Hollywood Boasts Alluring Sales and Earnings Curve," Barron's, March 1, 1976, pp. 66–67.
Gottwald, Laura, and Janusz Gottwald, Frederick's of Hollywood, 1947–1973: 26 Years of Mail Order Seduction, New York: Drake Publishers, 1973.
Marlow, Michael, "Taming the Tease," Women's Wear Daily, July 8, 1991, p. 3.
Mathews, Anna Wilde, "Sagging Frederick's of Hollywood Looks Upmarket: Lingerie Maker Files to Revamp Under Bankruptcy Laws As Debt Crimps Operations," Wall Street Journal, July 11, 2000, p. B1.
Monget, Karyn, " 'Crushing' Debt Load Forcing Frederick's to File Chapter 11," Women's Wear Daily, July 11, 2000, p. 1.
——, "Frederick Mellinger Dead at 76; Rites Held," Women's Wear Daily, June 5, 1990, p. 14.
——, "Frederick's Gets Payoff from Its Cleaned-Up Act," Women's Wear Daily, January 18, 1990, p. 7.
——, "Frederick's Goes for Next Generation," Women's Wear Daily, June 16, 2003, p. 8.
——, "Perfumes to Panties: Linda LoRe Appointed CEO of Frederick's," Women's Wear Daily, June 21, 1999, p. 1.
Neal, Mollie, "Naughty to Nice," Direct Marketing, April 1990, p. 35.
Paris, Ellen, "Is Sex Going Out of Style?," Forbes, December 30, 1985, p. 94.
Rees, David, "Earnings Plunge Hits Frederick's Share Price Amid Upbeat Market," Los Angeles Business Journal, July 20, 1992, p. 7.
Robins, Cynthia, "It's Not Your Mother's Frederick's of Hollywood," San Francisco Examiner, March 28, 2000, p. C1.
Rozhon, Tracie, "A Lingerie Maker Returns to Its Racier Past," New York Times, October 25, 2002, p. C1.
Steinhauer, Jennifer, "What Becomes a Legend?: A New Executive Rethinks America's Lingerie Pioneer," New York Times, February 13, 1998, p. D1.
Wilson, Marianne, "Frederick's Looks to Future with Updated Design," Chain Store Age Executive, May 1996, pp. 116–17.
——, "The De-Sleazification of Frederick's," Chain Store Age Executive, September 1989, p. 94.
Young, Kristin, "Frederick's of Hollywood Files Reorganization Plan with Court," Women's Wear Daily, August 12, 2002, p. 3.
——, "Frederick's Undergoes Makeover," Women's Wear Daily, April 2, 2002, p. 2.
Young, Kristin, and Dan Burrows, "Frederick's Plan Approved by Court," Women's Wear Daily, December 23, 2002, p. 11.
—April Dougal Gasbarre
—update: David E. Salamie
International Directory of Company Histories
"Frederick's of Hollywood, Inc. ." International Directory of Company Histories. . Encyclopedia.com. 12 Jan. 2021 <https://www.encyclopedia.com>.
"Frederick's of Hollywood, Inc. ." International Directory of Company Histories. . Encyclopedia.com. (January 12, 2021). https://www.encyclopedia.com/books/politics-and-business-magazines/fredericks-hollywood-inc
"Frederick's of Hollywood, Inc. ." International Directory of Company Histories. . Retrieved January 12, 2021 from Encyclopedia.com: https://www.encyclopedia.com/books/politics-and-business-magazines/fredericks-hollywood-inc
Zale Corp , 901 West Walnut Hill Lane Irving, Texas 75038-1003 U.S.A. Telephone: (972) 580-4000 Fax: (972) 580-5523 Web site: http://www.zalecorp.com Public Comp… The Wet Seal Inc , 64 Fairbanks Irvine, California 92718 U.S.A. (714) 583-9029 Fax: (714) 583-0715 Public Company Incorporated: 1962 Employees: 4,630 Sales: $266.6 mill… Anntaylor Stores Corp , 142 West 57th Street New York, New York 10019 U.S.A. Telephone: (212) 541-3300 Toll Free: (800) 342-5266 Fax: (212) 541-3379 Web site: http://www.ann… Spiegel Inc , 3500 Lacey Road Downers Grove, Illinois 60515-5432 U.S.A. (630) 986-8800 (800) 732-7772 Fax: (630) 769-2012 Web site: http://www.spiegel.com Public C… Guess Inc , 1444 South Alameda Street Los Angeles, California 90021 U.S.A. Telephone: (213) 765-3100 Toll Free: (800) 22-GUESS Fax: (213) 744-7838 Web site: http… The Talbots Inc , The Talbots, Inc. 1 Talbots Drive Hingham, Massachusetts 02043 U.S.A. Telephone: (781) 749-7600 Toll Free: (800) 825-2687 Fax: (781) 741-4369 Web sit…
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Jack Daly had lots to say about sales management too. He firstly defined the difference between the role of a salesperson and a manager. A sales manager's job is to grow people (not sales). Getting the right people doing the right thing right. Sales management is a leveraged play.
Successful cultures need to be intentionally managed.
Implement minimum standards of performance.
Start new hires with a celebration.
Recognition systems are a must.
Sales leaders grow sales people. Sales people grow sales.
six roles we are recruiting for right now. Know anyone?


text:
Home Columnists Archives Making House Calls
Making House Calls
By Jay Bushinsky
JERUSALEM -- A brilliant solution to the problem of declining newspaper circulation exists in Israel. It is a lively and wide-ranging survey of the day's articles, columns and features broadcast by one of this country's most talented radio personalities, Yitzhak Noy.
Admittedly, he goes on the air at an ungodly hour (even for the Holy Land): 5:00 a.m. But thousands of Israelis get up to listen if only because of this unique opportunity to get a compressive update about topics at the top of the local and international agenda.
His Saturday morning review of science, technology and medicine in the overseas weeklies is a bit more merciful. It comes on just after 7:00 a.m. and is on for an hour each time. Noy takes his job very seriously. He leaves home at midnight, stops off at an agency where facsimile copies of the latest world newspapers are printed, brings them up to the radio studio in Jerusalem, checks them for interesting stories and then goes through the Hebrew press as well as the English-language Jerusalem Post.
This enables him to launch an hour-long monologue in which he never fluffs a line, always is lively and listenable and capsulizes the contents of dozens of publications. The effect on his nationwide audience is a desire to read his material in the original and in full.
The closest anyone ever came to doing this in the United States occurred more than 60 years ago when New York's late and legendary Mayor Fiorello H. La Guardia read the Sunday comics over its municipal station, WNYC, so that the children would not suffer from a prolonged newspaper strike.
But if American radio and TV would take a cue from the Israel Broadcasting Authority, they could give a constant boost to the printed word and prevent more American cities from turning into one-newspaper towns. Noy does not like to blow his own horn, but he admits that
a local editor once told him, "Since you started your program there has been an increase in our circulation!" Once, when the Jerusalem Post was not delivered with the rest of the day's press, Noy notified its circulation department and within minutes he had a copy.
Even former Prime Minister Ariel Sharon was among Noy's most devoted fans. An avid newspaper reader until a series of strokes brought him to the verge of clinical death, the wartime general and popular politician told Noy, "you make my day" -- meaning that Noy's non-stop coverage of the printed news media tells him what to anticipate and what requires further elucidation.
There is no denying that the conventional newspaper is faced by powerful competition in the Internet, not to mention the up-to-the-minute radio and TV news, but Noy, for one, contends that the on-line material cannot be compared to the original and that there is no substitute for the printed word. "For example, if you pick up a copy of the Wall Street Journal you can see how much more there is to read than you can get on-line," he said.
Of course, there may be other ways to stop the erosion of newspaper readership (the current estimate is that Americans under 30 years of age simply do not stop at newsstands any more). One of them would be to teach elementary and high school students how to read the daily paper -- where there the news originates, how news agencies function, why there must be local, national and foreign correspondents and above all, what freedom of the press really means. It is not an over-statement to contend that newspapers are daily encyclopedias, often crammed with hitherto-unknown information, and that for the most part, they are a national heritage that must be preserved rather than allowed to fall victim to cold-blooded profit-and-loss calculations.
A few personal notes about Yitzhak Noy: He is a native Israeli aged 65 who was born on a cooperative farming village south of Tel Aviv. At age 64, he still tends his olive grove and considers himself an agriculturalist as well as a journalist. His radio career began 47 year ago, but he took time out to earn a Ph.D. at Brandeis University and wrote a thesis about power struggles within the American Jewish community during its efforts to save European Jewry from the Nazi Holocaust. It was submitted and approved in 1976. Since then, he often is introduced at the start of his shows as "Dr. Yitzhak Noy." Indeed, for the ailing print media, he is a cure.

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            >
              {submitting ? 'Submitting' : 'Submit'}
            </button>

      </form>
    );
  }

A: handleSubmit is supposed to be a wrapper of your onSubmit function.
Try it like this:
<form onSubmit={handleSubmit(onSubmit)}>
</form>

Now onSubmit will receive 1 argument with all the form values.
Not that you asked for it, but as a side note, if you want, you can trigger a submit validation error from inside your onSubmit function like:
throw ReduxForm.SubmissionError({name: 'There\'s something wrong in the name field'});

... as a result of your Ajax call to make name invalid.

redpajama_set_name: RedPajamaStackExchange


text:
Q: How to kill process on remote computer with wmi I'm trying to kill a process on a remote computer, but it's not working, and i'm not getting any errors.
I'm using this code:
            ManagementScope scope = new ManagementScope("\\\\" + txtMaquina.Text + "\\root\\cimv2");
            scope.Connect();
            ObjectQuery query = new ObjectQuery("select * from Win32_process where name = '" + lstProcessos.SelectedItem.ToString() + "'");
            ManagementObjectSearcher searcher = new ManagementObjectSearcher(scope, query);
            ManagementObjectCollection objectCollection = searcher.Get();
            foreach (ManagementObject managementObject in objectCollection)
                managementObject.InvokeMethod("Terminate", null);

The computer name is txtMaquina.Text and the process name i'm getting from a selected item on a ListView
Someone have any idea what's wrong here?

A:
and i'm not having any error

That's because you don't actually check for an error.  You are probably hoping for an exception but that's not what the Terminate method does.  It returns an error code.  You cannot ignore the return value of ManagementObject.InvokeMethod().
So start solving the problem by getting that exception you don't have right now:
foreach (ManagementObject managementObject in objectCollection) {
    int reason = (int)managementObject.InvokeMethod("Terminate", null);
    switch (reason) {
        case 0: break;
        case 2: throw new Exception("Access denied"); break;
        case 3: throw new Exception("Insufficient privilege"); break;
        case 8: throw new Exception("Unknown failure"); break;
        case 9: throw new Exception("Path not found"); break;
        case 21: throw new Exception("Invalid parameter"); break;
        default: throw new Exception("Terminate failed with error code " + reason.ToString()); break;
    }
}

Now you know where to start looking.

A: Your problem comes from the parameters :

*

*txtMaquina.Text: must be the machine name.

*lstProcessos.SelectedItem.ToString(): must be the exe name like Taskmgr.exe
I've run your code on my computer and I works fine with the right values in the input parameters.
As  Brett said, you could debug it, use immediate windows or run the code snippet in an unit test fixture.

A: I solved my problem using this solution on Code Project: http://www.codeproject.com/Articles/18146/How-To-Almost-Everything-In-WMI-via-C-Part-Proce


text:
Maltrazz would love your feedback! Got a few minutes to write a review?
A Somber Tale
Maltrazz 3 stories
Searching for any records King Sombra may have left behind, Twilight learned of the shadowy king's tragic past. However, she also discovered his horn, inside which he still lived, biding his time...
Fantasy / Romance
Maltrazz
Prologue: FIENDship is Magic
It was a beautiful day in the Crystal Kingdom, as two ponies entered the palace throne room. One was an alicorn, the Princess Mi Amore Cadenza, (or Cadence, as she preferred to be called,) and the other was her sister-in-law, a unicorn named Twilight Sparkle.
"I want to thank you again for coming back so soon, Twilight." Princess Cadence said, as they walked. "Celestia tried to teach me how to do it, but I can't make it work."
"Are you kidding?" Twilight replied with a laugh. "We're sisters, remember? When you call, I come running."
Looking at the crystal protruding from the top of the throne, Twilight's expression turned serious. Twilight closed her eyes in concentration, and a purple aura surrounded her horn. However, it was not her normal magic she needed. Dredging up the worst memories she could think of, Twilight focused on her fear, anger, and other darker emotions. Her purple aura turned black, and when she opened her eyes, they were no longer purple, but bright green, with red pupils.
"I don't like to use it. It hurts my head." Twilight commented, referring to the Dark Magic she was currently wielding. "But this is important."
Focusing her magic, Twilight fired a black beam into the crystal on top of the throne. Reacting to the Dark Magic, the crystal cast a shadow over the room, revealing a secret staircase leading down through the floor.
Seeing it for the first time, Cadence looked down to see the stairs descending beyond the limits of her sight. A tone of awe creeped into her voice as she asked, "You went down this by yourself?"
"Yeah, it's spooky, huh?" Twilight replied with a rhetorical question. Moving to the top of the staircase, she asked, "Are you ready?" Getting a nod in reply, they began to descend into the darkness.
As they walked, Twilight asked, "So, do you think he's coming back?"
"Sombra?" Cadence replied, knowing immediately who the younger pony meant. "No, I think he's gone for good. But we should be prepared. They thought they had him beat before, too." Pausing, at a slight sound, Cadence asked, "Do you hear that?"
"Probably just an echo." Came Twilight's response, a she forged ahead into the shadowy depths.
Shaking her head, Cadence brought up the reason they were there. "It's just that we have all of this information missing from our records. The Crystal Ponies' memories came back, but there were a lot of books and records that Sombra had destroyed."
"And you think he might have kept something?" Twilight asked, before grinning and adding, "Do Bad Guys keep journals?"
"Well, he sure liked himself." Cadence replied dryly. "I'd be surprised if he didn't record something."
"Here we go!" Twilight exclaimed, as they reached the bottom of the staircase, and approached the magical door that had given her such trouble the first time she had come here. This time, however, the door opened with ease, but what was beyond it was not the staircase she had ascended.
Instead, there was room that looked like it could have been King Sombra's study, with a desk, globe, and several busts of the tyrannical king himself.
"I knew it! I knew he had to have a room like this." Cadence said eagerly. "Just look at it."
"I am. I so need an office like this." Twilight responded, just as eager. "Well, except for the busts of myself."
Seeing a journal lying on the desk, Cadence walked over to it and said, "Here it is. This must be his diary. This could tell us everything we need." Twilight joined her as she opened it. "Okay, you evil pony, let's see what you had to say." Flipping to the beginning, Cadence began to read aloud.
Sombra… it was the only word I could remember when they found me.
"When they found him? Who?" Twilight asked in confusion. Cadence did not have an answer either, so she just shook her head, and kept reading.
No matter what they asked, the only thing I would say to them was this one word. So, they made it my name.
And that is how I, the King of all Monsters, named myself.
Not having any family to return a lost colt to, the Crystal Guard brought me to Chestnut Fall's orphanage. Although I was welcomed with opened arms by the caretaker, there were… obstacles. When it came to lessons, I was years behind my classmates. They knew all about things I had never even heard of. Saying their words felt like chewing peanut brittle. Like my mouth wasn't supposed to say them.
But I was a quick learner. And Ms. Chestnut Falls would always help me when I couldn't understand the homework.
Sadly, the same could not be said for others. The other foals could tell I was different, and I was ostracized for it. In my youth, there was only one other young pony who was kind to me.
Her name was Radiant Hope, and she was the most amazing pony I've ever met. She was a bit weird, but I enjoyed it. She had the greatest imagination, and was the most beautiful unicorn I have ever seen.
Soon, Hope and I were the closest of friends. I sat next to her in every class. We had our own language we wrote notes in. A little secret code, all our own. The other ponies still laughed at us, but as long as we had each other, we didn't care.
The others wouldn't let us play their games, so we made up our own games, where only we knew the rules. Or I thought I did. Sometimes, only she knew the rules.
And all that year, every time we got any jewels, we saved them up, in preparation. Hope's favorite memory was this time her parents had taken her to what she called 'The Most Magical Celebration in All of Equestria'.
The Crystal Faire. A celebration to restore the spirit of Love and Unity to the Crystal Empire, so as to protect it from harm. It wouldn't be until later that we discovered just what that 'harm' entailed. She told me about the beautiful Crystal Princess and the Crystal Heart that was the center of the celebration. I couldn't wait to see it, so Radiant Hope took me to see where the Crystal Heart rested. It was open to the public, but I had never been there before.
Little did I know that I was meeting my greatest enemy, and that I was about to have one of the most important moments of my young life.
In the reflection of the Crystal Heart, I saw a terrifying shadow. As fate would have it, Princess Amore, ruler of the Crystal Empire, showed up at that moment. She told us that the Crystal Heart had the power to reflect what was in a pony's own heart. After what I had just seen, I didn't want to believe it, but I later came to realize that her words were true.
Hope was ecstatic, apparently having seen herself as a princess, and hoping that that would one day come true. However, I was too overcome by fear and confusion over my own fate to be happy for her. When the princess asked what I had seen, I told her I hadn't seen anything, just my shadow. I was wracked by guilt all the way home. I believed I had lied to the princess.
I didn't realize how close to the truth I had come.
But all that worry and self-doubt were long forgotten four days later, because it was finally my time. It was time for my first Crystal Faire. Hope woke me up early that day, eager for us to set off. She reminded me of all the wonderful things we would see, but heading for the door. However, I merely laid there as she left. I thought of all the things we would do.
And then, a slow terror crept over me.
I couldn't move my legs. I cried out in panic, and Hope rushed back to my side. She got Ms. Chestnut to help, and I was taken to the hospital. The doctor had no idea what was wrong with me. He couldn't find a piece of mane out of place.
And it only got worse through the day. Not only could I not see the Crystal Faire, I felt as weak as I had ever felt in my whole life.
Eventually, Radiant Hope told Ms. Chestnut she would stay with me, and Ms. Chestnut went off to see the Crystal Heart. I wanted to be strong for Hope, but I felt like I was being torn apart. It wasn't until late that night, after the festivities, that I was finally able to get some sleep. Hope didn't fall asleep until after I did.
And the next day, I felt as if it had never happened. Hope and I began planning immediately for the next year's Crystal Faire.
But a year later, there we were in the hospital again.
And the year after that.
Every year, we grew, my desire to see the Faire grew, and my pain grew. Until…
One year, the pain reached its peak, and crack began spreading across my body. Shadows seeped out of the cracks in my flesh, and I began to come apart. It felt like nothing I'd ever known. Like I was leaving the weak Sombra behind.
Panicking, I cried out to Hope for help. She was just as terrified as me, the tears in her eyes showing how much she truly cared for me.
It was a transformation. It was a moment of becoming what you are supposed to be. A moment of pure destiny.
It just wasn't mine.
Hope had use her magic to heal me, and in doing so made her cutie mark appear. For a moment, I was actually happy for her, when we were alone there, sharing her special moment.
I knew that it meant something, but I couldn't figure out what it was until I saw how everypony else reacted. Then, I realized that the ability to heal and ailment was powerful magic. And everypony knew what happened when a unicorn developed really powerful magic.
The moment I saw the letter, I knew what it was. It had the seals of the Two Sisters on it. They wanted her to come study with them. That meant they thought she had the potential to become a princess. Which meant…
The only thing I wanted to do was run.
I knew Hope, and I knew that with Celestia and Luna's help, she would become a princess. She would leave me behind and if my whole body didn't disappear without her here…
What she had seen in the reflection of the Crystal Heart was real. It had never seemed real before. I knew it was, and I knew… I knew.
If her destiny had found her, mine would find me. And in my eagerness to run from it, I had run to it.
I fled the Crystal Empire, charging blindly into the frozen wastes to the north of the city, where I had been found as a foal. There, I encountered a being unlike any I had ever seen. It was a formation of blood red crystal, but it spoke with the most soothing voice I had ever heard.
It said it was my Mother.
It told me the truth of what I was, that I was an Umbrum, a shadow pony. It explained that I was the antithesis of ponies in the Crystal Empire. That those ponies feared my kind, and that was why they created a weapon against us: the Crystal Heart. It explained why the Crystal Faire had always caused me such terrible pain, the most recent nearly killing me.
And finally, it said that my time had come, and in a burst of magic, awakened my true power.
And just like that, it was like somepony had turned on a switch in my brain. Suddenly, I knew who I was. I knew why all of those terrible things had happened to me. I knew what I had to do. And I knew how to use the magic of my people. I didn't realize it until later, but that was also the moment my eyes and horn changed.
The image in the Crystal Heart had been clear, but I had never understood it until just then. I had always taken it to mean that the darkness would overtake me. But the darkness was me. The true me. The me that had been hidden for so long. Destruction was my talent, and Darkness was my cutie mark.
Mother told me of why I had been sent to the Crystal Empire. I was the only one that could destroy the Crystal Heart, and free the army of Umbrum waiting beneath the city.
However, when I imagine how Radiant Hope would react if I destroyed the Heart, it made me hesitate. While I cared not what befell the other Crystal Ponies, I truly cared for Hope, and did not want to lose her.
However, Mother made it perfectly clear; with my true powers awoken, I would not survive the passage of another Crystal Faire.
I knew that if I was going to make my move, it had to be then. The Heart knew my secret, and I was certain that Princess Amore did, too. Even then, months after the Faire, the Crystal Heart had so much power over me, that I could not touch it directly.
It was either me, or the Heart. Finally, as slipped a sack over the Heart and pulled it from its resting place, I knew I would never have to suffer through another Crystal Faire.
However, Princess Amore appeared, and from her words, it quickly became clear that she knew what I was, and why I was there. She was the one who had made the Crystal Heart. She knew that the Heart had made me sick. She knew how it had made me suffer, and yet she had never said anything. Never done anything.
It was then that my fury peaked, and my magic burst forth. In an instant, I turned the Princess on the Crystal Empire into solid crystal.
If my fate had not been sealed before, it was then.
But even in my darkest moment, I felt my fear melting away. I had been so afraid of everypony my entire life. I had defeated a Princess, and now I knew there was something stronger than Love. Fear. Fear was the strongest power of all. And I would take the fear they had put in me, and repay each of them with it.
It was then that Radiant Hope appeared. Perhaps she had been look for me. Perhaps she had wished to speak with the Princess, or see the Heart. I knew not which. However, when she saw the Princess turned to crystal, her expression turned to one of horror.
She wanted to help the Princess, to use her magic to heal her. Even then, she was concerned for me, urging me to flee before anyone else found out what I had done. She didn't yet realize that I had changed.
I told her that I wouldn't run. I reminded her of the teasing. How everypony had looked down on us. How they had made me suffer. I would repay them all, for both our sakes, and would become King of the Crystal Empire. I offered to make her my Queen. But all she could think about was helping Princess Amore. So, I shattered that thought…
By shattering the Princess.
I couldn't bring myself to truly destroy her, but I spread the pieces of her crystalline form all throughout the world. Maybe somepony would restore her one day, but I'll be too strong for her and her Crystal Heart by then.
However, my actions broke Hope's heart, making her truly see me as a monster. When I recount it, I will say that that was my one mistake. I still loved Radiant Hope, and let her leave.
The foolish girl, still thinking she could 'save' me, told our tragic tale to the Two Sisters. They decided to do what they do best.
Vanquish monsters.
I enslaved the Crystal Ponies to dig down and raise my Umbrum army, but time runs short. I know I am no match for them, but they will not save these Crystal Ponies. I will make them pay with a thousand years of suffering!
And Radiant Hope, she'll suffer the worst! She betrayed me to save this 'home' of hers. I've developed a new spell, just for her.
How bitter will her victory taste, when she has no home left?
Silence hung over the room for a moment, as Cadence and Twilight stared at the journal in shock.
Finally, Twilight said quietly, "And then there's nothing else."
"That must be the last thing he wrote before Celestia and Luna banished him." Cadence replied, her tone just as soft.
"Should we take it with us?" Twilight asked, starting to get over her shock from the unexpected tale. "Should it be in the library?"
"I don't feel right moving it." Cadence started to look around nervously, as she gave her response. "In fact, this whole place gives me the heebie-jeebies. I need some air."
"You go on back," Twilight said, looking around the room as well, but with an inquisitive gaze. "I'm going to keep looking around a bit more."
"Well, alright." Cadence turned to the door, before looking back over at her sister-in-law and saying, "Thanks again for the help, Twilight, and please let me know if you find anything else of interest.
"I will!" Twilight called out as she began examining the room more closely. "Still, I feel bad for him. He never got to see the Crystal Faire, and it was all he ever wanted."
That brought Cadence to a halt at the door. Turning back with a frown, she said, "That, and to crush the crystal ponies under his hoof. I wouldn't feel too sorry for him, Twilight." Looking back out the door, she added, "There's that sound again…"
"Like I said before, it's probably just echoes." Twilight replied. "Crystal can do odd things to sound, after all."
Sighing, Cadence left the room saying, "I suppose you're right. Best of luck with your search."
As she climbed the stairs, Cadence never noticed an odd object slowly rolling down them, creating the small sound she had been hearing. The object only stopped when it reached the bottom of the stairs, halting in front of the magical doorway. As it grew still, shadows gathered around it, and a sinister whisper spilled forth.
Hearing something outside the door, Twilight went to check, thinking that perhaps Cadence had come back for some reason. What she saw, however, left her stunned.
On the ground before her laid a familiar curved, red horn.
1. Prologue: FIENDship is Magic
1 Prologue: FIENDship is Magic
2 Ch. 1: Decision
3 Ch. 2: Practical Studies
4 Ch. 3: A Lesson in Dark Magic (Part 1)
6 Ch. 5: I Dream of Sombra
7 Ch. 6: Nightmare Memories
8 Ch. 7: A Storm of Chaos Cometh
9 Ch. 8: A Knight to Remember
10 Ch. 9: A Timberwolf in Sheep's Clothing
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text:
Thank you for your interest in the JLP!
We are a non-profit organization operated by our all-women volunteer membership. Since 1912, we have proudly served the Philadelphia community and our members. The impact of JLP volunteer efforts in the community is widespread and diverse.
Benefits of joining the Junior League
Meet other women committed to serving our communities. The JLP has over 900 members with a diverse array of backgrounds, interests, and professions. We are also part of a powerful network of 292 Junior Leagues with over 150,000 members in four countries.
Make an impact in the Greater Philadelphia area community. The JLP partners with dozens of nonprofits and charities to support local events and fundraisers. We contribute more than 75,000 hours of service worth an estimated $1.5 million annually.
Sharpen your skill set. Members have access to a variety of free leadership and development opportunities throughout the year.
Build lasting relationships. Make new friends while volunteering, attending fundraising events, and participating on committees.
The Junior League welcomes all women who value our Mission. We are committed to inclusive environments of diverse individuals, organizations, and communities.
No membership sponsor is required to join the JLP – just an interest in volunteer service and dedication to our mission and community focus!
Any woman 19 years or older residing in Philadelphia County, PA; Delaware County, PA; Bucks County, PA; Montgomery County, PA; Chester County, PA; Camden County, NJ; Burlington County, NJ; or Gloucester County, NJ who meets these criteria and agrees to fulfill the commitments is warmly welcomed.
New Member Commitments
In their first year, New Members will take part in the New Member Program, which provides training to prepare for effective community and League involvement. Upon completion of the New Member Program and fulfillment of all requirements, New Members will be admitted to Active membership.
New Members pay Membership Dues of $210 and attend General Membership and monthly New Member meetings, participate in community volunteer efforts and training sessions, volunteer in the Junior League of Philadelphia Thrift Shop, attend social events, and participate in fundraising initiatives for the League.
The New Member Program runs from September through April. During the New Member Program, New Members are organized into small groups led by a New Member Advisor. The New Member Program allows New Members the opportunity to become engaged in the League's service to the community while also learning about the organization itself. In April, those New Members who have successfully completed all requirements are invited to join the League as Active Members.
Enrollment for new members is open annually between May and September. The enrollment period for the 2010-2020 League year is closed. If you are interested in joining and would like information on the 2020 summer recruiting season, please email us at Join@jlphiladelphia.org.
Email us at Join@jlphiladelphia.org or follow us on Facebook, Instagram, and Twitter to learn more about the League and what we do!


text:
Five Business Building Blocks For Every Business
We all know the story of the Three Little Pigs. The first built a house of sticks, the second a house of straw, and the third a house of bricks. Neither the first house nor the second could withstand the attack of the Big Bad Wolf. But the third, the powerfully built home held through whatever tempest railed against it, and everyone inside thrived. Like houses, businesses will stay healthy or cave in to outside pressures based on the strength of their core building blocks. With a large group of successful small business owners making up the foundation of Smart Circle's success, we have determined the five business building blocks to help build a strong foundation.
Business Building Block One: Every successful business owner has a strong team behind them
We know all about the headline-grabbing superstar success stories. Steve Jobs, Bill Gates, Elon Musk are all visionaries who changed the world in their wake. But none of them – created success on their own. They built a strong team of people who, working toward a common goal, collaboratively or individually, turn a single vision of possibility into a shared accomplishment.
With science to back it up, the article, The Importance of Teamwork, from Atlassian expounds, "A growing body of research confirms that when people work together, it can unleash energy that boosts creativity, productivity, engagement, communication, and efficiency.
As people work together, discussing ideas and possibilities, each team member grows as an individual. At the same time, all those diverse perspectives lead to unexpected, creative innovations and, ultimately – a successful team.
With a team behind them, people are willing to take more risks because they understand a whole group of people in their circle who will back them up, cheer them on and help them back up if they fall.
The team's security keeps burnout at bay and makes for individuals that are happier than if they had been working on their own.
Business Building Block Two: A strong leader creates a vision for everyone to follow
There are all kinds of different leaders and leadership styles, but generally, people follow their leader because they're inspired and motivated by them
The best leaders challenge people on their team to grow and give them opportunities to do so. Rather than talking at their team members, they connect with each individual personally. They make a point of getting to know what makes each person in their circle tick – their strengths and weaknesses. Then strong leaders allow their people to build those strengths and improve on the weaknesses, creating a team of people who have reasons to feel good about themselves.
Businesses that succeed are led by people who understand the importance of open lines of communication. That if they want their team to hear them, they need to be adept listeners themselves. They set clear goals and expectations for employees and provide regular feedback, including criticism and praise, so everyone knows where they stand.
Business Building Block Three: The invaluable resource of experience
At Smart Circle, every business owner encounters the same challenges, obstacles, and triumphs as countless individuals who came before them. Because the path to success is such a well-trodden one, our organization is overflowing with individuals who can and choose to act as mentors to people taking those steps for the first time. These mentors work as a support system for the next generation of business owners by making themselves available with advice, insight, and encouragement.
Business Building Block Four: Creating a network of success
Beyond the opportunity for one-on-one mentorship, Regional and National Consultants provide leaders from our sales network numerous opportunities to interact face-to-face at events. These meetings are an opportunity to exchange contact information, learn from their peers, or even travel to observe other businesses firsthand to see alternative work styles and procedures in action.
Successful networkers understand that the most robust connections are about what they give as they learn. They realize if they can benefit the person they're networking with, then the experience can be doubly successful.
Business Building Block Five: The drive to keep pushing despite setbacks and difficulties
Everybody says they want to succeed. If everyone were as determined to make a success of themselves and their endeavors as they say they are, success would be as commonplace as dandelions in a field.
The drive is the determination to keep pushing, learning, evolving, failing, and succeeding. As T.S. Eliot says, "Only those who risk going too far can find out how far one can go."
As explained in the article The Importance of Setting Ambitious Goals from Medium, "There is a linear relationship between the degree of goal difficulty and performance…Specific, difficult goals lead to higher performance than no goals as well as vague, abstract goals such as do your best."
As you set your goals, remember to:
Set the bar high – To be inspiring, a goal should be outside of your comfort zone. Attainable, but not easily.
Have a plan – without a plan; a goal is nothing more than a wish. Make your goals tangible by writing them out and reviewing them consistently.
Create short-term milestones – the long stretch to a long-term goal can be exhausting and demotivating. Achieving short-term goals in the interim gives you reasons to celebrate and feel suitable for success through the journey.
Keep learning – as you work toward your goals, you will inevitably realize gaps in your knowledge and experience. Don't just push ahead blindly and hope everything will work out for the best. Fill those gaps. Take courses, network with people who can help, inspire yourself with newfound knowledge, and you'll stay inspired.
With a strong foundation, no storm can knock you down
Teamwork, leadership, mentorship, networking, and drive. These are the five foundational blocks that every business owner in the Smart Circle network uses to build their small businesses.
To read more business minded articles check out our Smart Circle Blog here.
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NextHappy Labor Day From Smart CircleNext


Whorl-branched conifers branch only once a year when new growth occurs in the spring. This results in a whorled growth of branches at the growing tip. In this group, new growth comes from buds at the tips of the branches, buds along the new growth, and from buds at the base of the new growth. Evergreens that fall into this group should not be cut back beyond where there is green growth (or beyond the last whorl) because there are no latent or dormant buds in the bare old wood. If pruned back beyond this point, there will almost certainly be no regrowth on the branch and it will remain a bare stick.
Random branching conifers produce new growth from buds at the tips of the branches and also from buds that are randomly located along the stems. These evergreens have dormant buds and foliage further back on the stem than the whorled branched species. The result is that this group can be cut back harder and still break into new growth. Still, to be safe, you should not cut back beyond where there is green growth.
These evergreens have a naturally beautiful shape and normally, they require little pruning. Care should be taken when a species or cultivar is chosen to select one that will not outgrow the space you plant it in. Growth can be controlled by pruning if you start when the plant is young. If you wait until the tree has outgrown its space, it will be too late to shorten the growth and have the plant look natural.
The new growing tips on whorl-branched evergreens are called candles. You can control the growth of your tree by pruning the candles. If you want to slow the growth a little but still want it to get bigger, remove about 1/2 to 1/3 of the candle when it has elongated to 2"-4" usually in mid to late spring or early summer. If you want the tree to remain the same size, remove the entire candle when it gets to be about an inch long.
Other selective pruning should be done in early spring so that the cut ends will heal quicker. Dormant buds behind the cuts will begin to grow and will hide the cut ends.
If pruning is done too late, these buds will remain dormant and no new growth will occur to hide the cut ends. Never cut back into bare stems. Always cut back to a side branch or a dormant bud so you will get regrowth.
These evergreens can tolerate more pruning than the whorl-branched group because they have more dormant buds along the stem. Pruning cuts can be made almost anywhere along the stem except into bare wood. Pruning to maintain shape is best done in early spring so the new growth covers the cut ends. Selective hand pruning rather than shearing creates a more natural shape. Prune to remove wayward branches in early spring. Cut back to a side branch. To prune to maintain size shear the new growth in summer once the tree or shrub has stopped growing. For prostrate or open growing plants, it is often better to selectively prune individual branches rather than shearing the whole plant.
Keep in mind that for both of these types of conifers, dead, diseased, or damaged branches should be removed as soon as they are noticed regardless of the time of the year. When removing diseased portions, be sure to disinfect shears with a 10% bleach solution between cuts.
To avoid winter damage, do not prune evergreens in late summer or early fall. The tender new growth that forms will not have time to harden off before cold weather sets in and will freeze and turn brown.


Nabii Uebert Angel Aanzisha Darasa La Huduma Ya Kinabii.
Nabii, Mchungaji Na Kiongozi Wa Kanisa La Good News Church Uebert Angel Ameandaa Darasa Kwa Watu Wote Wenye Huduma Ya Kinabii Atakalolifanya Siku Ya Kesho Tarehe 13.
"Prophet Angel in his total generosity has opened up the lifetime opportunity for you to engage with and learn the prophetic. This Thursday will be a one off online lesson on the secrets of the Prophetic, it is only for those who are serious about the Prophetic. To register go to www.uebertangel.org".


text:
Q: How do i access custom my domain in apex I want to access custom my domain in apex class. For e.g https://checkDB.my.salesforce.com is the domain. Is there any method to access this domain in class.

A: Following statement will give you your base URL.
System.debug('URL ' + System.Url.getSalesforceBaseUrl().toExternalForm() );

Update: Added replacement logic for VF.

   public Pagereference getData(){
        String str=  System.Url.getSalesforceBaseUrl().toExternalForm() ;
        System.debug('removing -- : ' + str.substringBeforeLast('--') );
        str = str.substringBeforeLast('--') + '.my.salesforce.com';
        System.debug('str: ' + str);
        return NULL;
    }


text:
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input.sheet-tab1:checked ~ div.sheet-tab1,
input.sheet-tab3:checked ~ div.sheet-tab3,
input.sheet-tab4:checked ~ div.sheet-tab4,
input.sheet-tab5:checked ~ div.sheet-tab5,
input.sheet-tab6:checked ~ div.sheet-tab6
{
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}

input.sheet-tab
{
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input.sheet-tab::before
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input.sheet-tab:not(:first-child)::before
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{
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input.sheet-tab2:checked::before
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*/
div.sheet-tab-content
{
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    border-top-color: #000;
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.charsheet input.sheet-skills{
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.charsheet table{
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.charsheet select{
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redpajama_set_name: RedPajamaGithub


National Day in Kaliningrad. Ladies dance to a brass band outside the cathedral.
At eleven o'clock sharp the thudding, hyper-amplified disco music switches to something in the Star Wars style. There is activity at a bland government building from which flutter the flags of Kaliningrad - a blue sailing ship on a white background and the horizontal white, blue and red bands of the Russian Federation. The doors swing open and a delegation of the great and powerful emerges. At the same time the cheerleaders strut out from behind the monument and, having flung their batons about a bit, fall back to allow the hosts of the ceremony to make their appearance. And what an appearance it is too. A man dressed from head to foot in white and a woman in a long taffeta ball-gown. In their attempts to expurgate all military overtones, they've turned National Day into the Eurovision Song Contest.
Pom-poms are shaken, songs sung, red, white and blue balloons are sent billowing skywards. Speeches are made by visiting dignitaries from Moscow, by the governor of the Kaliningrad oblast, the mayor of the city and a general in a peaked cap wide enough to land a helicopter on, but there are few people to listen to them and the words blow away in the wind, chased off by more thunderous music from the PA system.
An hour or so later the Married Couple of the Year competition upstages the opening in two crucial areas. It has a crowd and they're enthusiastic. Meanwhile the Brides Bus cruises the street. All decked out in pink and full of adolescent girls, it rumbles past like a mobile bordello, contributing to an infectious, and quite unexpected, atmosphere of cheerful anarchy.
On my way from the park, after watching men dressed as medieval knights knocking each other about, it's impossible to miss the bright yellow tank of kvass, parked up by the side of the road and presided over by a huge woman in a yellow cap.
I ask Olga what it consists of.
I try some, ahead of the hangover for once. A curious taste which I can only describe as a mix of Pepsi-Cola and gravy.


text:
'use strict';

/* jshint ignore:start */
/**
 * This code was generated by
 * \ / _    _  _|   _  _
 *  | (_)\/(_)(_|\/| |(/_  v1.0.0
 *       /       /
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/* jshint ignore:end */

var Q = require('q');  /* jshint ignore:line */
var _ = require('lodash');  /* jshint ignore:line */
var util = require('util');  /* jshint ignore:line */
var Page = require('../../../../../base/Page');  /* jshint ignore:line */
var deserialize = require(
    '../../../../../base/deserialize');  /* jshint ignore:line */
var values = require('../../../../../base/values');  /* jshint ignore:line */

var ReplaceItemsList;
var ReplaceItemsPage;
var ReplaceItemsInstance;

/* jshint ignore:start */
/**
 * Initialize the ReplaceItemsList
 *
 * PLEASE NOTE that this class contains beta products that are subject to change.
 * Use them with caution.
 *
 * @constructor Twilio.Numbers.V2.RegulatoryComplianceContext.BundleContext.ReplaceItemsList
 *
 * @param {Twilio.Numbers.V2} version - Version of the resource
 * @param {string} bundleSid - The unique string that identifies the resource.
 */
/* jshint ignore:end */
ReplaceItemsList = function ReplaceItemsList(version, bundleSid) {
  /* jshint ignore:start */
  /**
   * @function replaceItems
   * @memberof Twilio.Numbers.V2.RegulatoryComplianceContext.BundleContext#
   *
   * @param {string} sid - sid of instance
   *
   * @returns {Twilio.Numbers.V2.RegulatoryComplianceContext.BundleContext.ReplaceItemsContext}
   */
  /* jshint ignore:end */
  function ReplaceItemsListInstance(sid) {
    return ReplaceItemsListInstance.get(sid);
  }

  ReplaceItemsListInstance._version = version;
  // Path Solution
  ReplaceItemsListInstance._solution = {bundleSid: bundleSid};
  ReplaceItemsListInstance._uri = `/RegulatoryCompliance/Bundles/${bundleSid}/ReplaceItems`;
  /* jshint ignore:start */
  /**
   * create a ReplaceItemsInstance
   *
   * @function create
   * @memberof Twilio.Numbers.V2.RegulatoryComplianceContext.BundleContext.ReplaceItemsList#
   *
   * @param {object} opts - Options for request
   * @param {string} opts.fromBundleSid -
   *          The source bundle sid to copy the item assignments from
   * @param {function} [callback] - Callback to handle processed record
   *
   * @returns {Promise} Resolves to processed ReplaceItemsInstance
   */
  /* jshint ignore:end */
  ReplaceItemsListInstance.create = function create(opts, callback) {
    if (_.isUndefined(opts)) {
      throw new Error('Required parameter "opts" missing.');
    }
    if (_.isUndefined(opts['fromBundleSid'])) {
      throw new Error('Required parameter "opts[\'fromBundleSid\']" missing.');
    }

    var deferred = Q.defer();
    var data = values.of({'FromBundleSid': _.get(opts, 'fromBundleSid')});

    var promise = this._version.create({uri: this._uri, method: 'POST', data: data});

    promise = promise.then(function(payload) {
      deferred.resolve(new ReplaceItemsInstance(this._version, payload));
    }.bind(this));

    promise.catch(function(error) {
      deferred.reject(error);
    });

    if (_.isFunction(callback)) {
      deferred.promise.nodeify(callback);
    }

    return deferred.promise;
  };

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  /**
   * Provide a user-friendly representation
   *
   * @function toJSON
   * @memberof Twilio.Numbers.V2.RegulatoryComplianceContext.BundleContext.ReplaceItemsList#
   *
   * @returns Object
   */
  /* jshint ignore:end */
  ReplaceItemsListInstance.toJSON = function toJSON() {
    return this._solution;
  };

  ReplaceItemsListInstance[util.inspect.custom] = function inspect(depth, options)
      {
    return util.inspect(this.toJSON(), options);
  };

  return ReplaceItemsListInstance;
};

/* jshint ignore:start */
/**
 * Initialize the ReplaceItemsPage
 *
 * PLEASE NOTE that this class contains beta products that are subject to change.
 * Use them with caution.
 *
 * @constructor Twilio.Numbers.V2.RegulatoryComplianceContext.BundleContext.ReplaceItemsPage
 *
 * @param {V2} version - Version of the resource
 * @param {Response<string>} response - Response from the API
 * @param {ReplaceItemsSolution} solution - Path solution
 *
 * @returns ReplaceItemsPage
 */
/* jshint ignore:end */
ReplaceItemsPage = function ReplaceItemsPage(version, response, solution) {
  // Path Solution
  this._solution = solution;

  Page.prototype.constructor.call(this, version, response, this._solution);
};

_.extend(ReplaceItemsPage.prototype, Page.prototype);
ReplaceItemsPage.prototype.constructor = ReplaceItemsPage;

/* jshint ignore:start */
/**
 * Build an instance of ReplaceItemsInstance
 *
 * @function getInstance
 * @memberof Twilio.Numbers.V2.RegulatoryComplianceContext.BundleContext.ReplaceItemsPage#
 *
 * @param {ReplaceItemsPayload} payload - Payload response from the API
 *
 * @returns ReplaceItemsInstance
 */
/* jshint ignore:end */
ReplaceItemsPage.prototype.getInstance = function getInstance(payload) {
  return new ReplaceItemsInstance(this._version, payload, this._solution.bundleSid);
};

/* jshint ignore:start */
/**
 * Provide a user-friendly representation
 *
 * @function toJSON
 * @memberof Twilio.Numbers.V2.RegulatoryComplianceContext.BundleContext.ReplaceItemsPage#
 *
 * @returns Object
 */
/* jshint ignore:end */
ReplaceItemsPage.prototype.toJSON = function toJSON() {
  let clone = {};
  _.forOwn(this, function(value, key) {
    if (!_.startsWith(key, '_') && ! _.isFunction(value)) {
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  });
  return clone;
};

ReplaceItemsPage.prototype[util.inspect.custom] = function inspect(depth,
    options) {
  return util.inspect(this.toJSON(), options);
};

/* jshint ignore:start */
/**
 * Initialize the ReplaceItemsContext
 *
 * PLEASE NOTE that this class contains beta products that are subject to change.
 * Use them with caution.
 *
 * @constructor Twilio.Numbers.V2.RegulatoryComplianceContext.BundleContext.ReplaceItemsInstance
 *
 * @property {string} sid - The unique string that identifies the resource
 * @property {string} accountSid - The SID of the Account that created the resource
 * @property {string} regulationSid - The unique string of a regulation
 * @property {string} friendlyName -
 *          The string that you assigned to describe the resource
 * @property {replace_items.status} status -
 *          The verification status of the Bundle resource
 * @property {Date} validUntil -
 *          The ISO 8601 date and time in GMT when the resource will be valid until
 * @property {string} email - The email address
 * @property {string} statusCallback -
 *          The URL we call to inform your application of status changes
 * @property {Date} dateCreated -
 *          The ISO 8601 date and time in GMT when the resource was created
 * @property {Date} dateUpdated -
 *          The ISO 8601 date and time in GMT when the resource was last updated
 *
 * @param {V2} version - Version of the resource
 * @param {ReplaceItemsPayload} payload - The instance payload
 * @param {sid} bundleSid - The unique string that identifies the resource.
 */
/* jshint ignore:end */
ReplaceItemsInstance = function ReplaceItemsInstance(version, payload,
                                                      bundleSid) {
  this._version = version;

  // Marshaled Properties
  this.sid = payload.sid; // jshint ignore:line
  this.accountSid = payload.account_sid; // jshint ignore:line
  this.regulationSid = payload.regulation_sid; // jshint ignore:line
  this.friendlyName = payload.friendly_name; // jshint ignore:line
  this.status = payload.status; // jshint ignore:line
  this.validUntil = deserialize.iso8601DateTime(payload.valid_until); // jshint ignore:line
  this.email = payload.email; // jshint ignore:line
  this.statusCallback = payload.status_callback; // jshint ignore:line
  this.dateCreated = deserialize.iso8601DateTime(payload.date_created); // jshint ignore:line
  this.dateUpdated = deserialize.iso8601DateTime(payload.date_updated); // jshint ignore:line

  // Context
  this._context = undefined;
  this._solution = {bundleSid: bundleSid, };
};

/* jshint ignore:start */
/**
 * Provide a user-friendly representation
 *
 * @function toJSON
 * @memberof Twilio.Numbers.V2.RegulatoryComplianceContext.BundleContext.ReplaceItemsInstance#
 *
 * @returns Object
 */
/* jshint ignore:end */
ReplaceItemsInstance.prototype.toJSON = function toJSON() {
  let clone = {};
  _.forOwn(this, function(value, key) {
    if (!_.startsWith(key, '_') && ! _.isFunction(value)) {
      clone[key] = value;
    }
  });
  return clone;
};

ReplaceItemsInstance.prototype[util.inspect.custom] = function inspect(depth,
    options) {
  return util.inspect(this.toJSON(), options);
};

module.exports = {
  ReplaceItemsList: ReplaceItemsList,
  ReplaceItemsPage: ReplaceItemsPage,
  ReplaceItemsInstance: ReplaceItemsInstance
};


text:
Tag Archives: Smart Glove
CBP issues Withhold Release Order on Malaysian glove producers
November 25, 2021 By Trade, Customs and Import, Export Attorney in CBP, detention, WRO Tags: 19 USC 1307, forced labor, gloves, Malaysia, Order, Release, Smart Glove, Withhold, WRO	Leave a comment
Photo by Zukiman Mohamad on Pexels.com
Please see below for the text of CBP's WRO for disposable gloves produced by Malaysian company – Smart Glove
Agency will detain imports of disposable gloves produced using forced labor
WASHINGTON — Effective November 4, U.S. Customs and Border Protection (CBP) officers at all U.S. ports of entry will detain disposable gloves produced in Malaysia by a group of companies collectively known as Smart Glove. This group of companies includes Smart Glove Corporation Sdn Bhd, GX Corporation Sdn Bhd, GX3 Specialty Plant, Sigma Glove Industries, and Platinum Glove Industries Sdn Bhd.
"In the past two years, CBP has set an international standard for ensuring that goods made with forced labor do not enter the U.S. commerce," said Troy Miller, CBP Acting Commissioner. "Manufacturers, like Smart Glove, who fail to abide by our laws will face consequences as we root out this inhumane practice from the U.S. supply chain."
CBP issued a Withhold Release Order (WRO) against disposable gloves produced by Smart Glove based on information that reasonably indicates that Smart Glove production facilities utilize forced labor. CBP identified seven of the International Labour Organization's (ILO) indicators of forced labor during its investigation.
"There is no place for forced labor in today's world, particularly in U.S. supply chains", said CBP Office of Trade Executive Assistant Commissioner AnnMarie R. Highsmith. "It undermines not only the U.S. economy but our commitment to upholding human rights throughout the world."
This is the third WRO CBP has issued in Fiscal Year (FY) 2022. In FY 2021, CBP issued seven WROs and two Findings. The ILO estimates that 25 million workers suffer under conditions of forced labor worldwide. Foreign companies exploit forced labor to sell goods below market value. This exposes vulnerable populations to inhumane working conditions like physical and sexual violence, isolation, restriction of movement, withholding of wages, excessive overtime, and more. It also hurts law-abiding businesses, threatens American jobs, and exposes consumers to unwittingly supporting unethical business practices.
If you have any questions about this WRO, or if you are subject to a WRO and want to explore your options – contact David Hsu by phone/text at anytime: 832-896-6288 or by email at attorney.dave@yahoo.com.


how can i redirect to the last viewed page.
"sorry this page is underconstruction, we will redirect you to the last viewed page."
"history.go(-1);;return false" to back to the last page, but i cant seem to put it onto a auto redirect.
i need it like this and not like a URL just goin bac to that page coz i want this redirect page to be universal to use anytime on the server, without reprogramin the page link.
Someone correct me if im wrong but wouldnt it be possible to use a server side language (such as PHP) to get the referrer page and insert that into a meta tag redirect?


The Queen Street neighbourhood has been subject to historical development that can be significantly associated with the Merritt family. The Niagara Peninsula saw considerable economic growth after the construction of the first Welland Canal, a project initiated by William Hamilton Merritt, a prominent land owner. The subdivision of his family's estate in 1868 created the Triangular Tract, a new residential neighbourhood with an extensive open parcel of land known as Montebello Gardens, later to be acquired by the City as a park.
By the 1870s, Queen Street was a thriving residential street while Montebello Park saw the construction of a large pavilion and subsequently a smaller bandstand. It was not until 1913 that families settled into residential dwellings on Midland Street along the park's border. The unique building styles found in this neighbourhood give the Queen Street District a diverse and rich streetscape.


A friend, Nancy Nordenson, asked if I were interested in discussing our odyssey through Alzheimer's for her blog. Yes, I said, without much thought. She sent me what I thought, at first, were five simple questions. That was in late September. I read the questions several times before deciding to set them aside. "I'm busy right now with my book launch, so I'll have to get back to you later on these." That was the excuse I gave Nancy for not responding immediately.
The fact was I had no quick answers for her questions. I had to digest them for a while before responding with any sense of clarity. Her questions gave me fresh insights into our family's story. I stand amazed that after writing and rewriting our story, and editing it untold times, I still discover aspects of our journey that I hadn't realized before.
A Path Revealed: How Hope, Love and Joy Found Us Deep in a Maze Called Alzheimer's is the story of Carlen and Martha Maddux in the years that followed Martha's diagnosis of Alzheimer's disease at the age of 50. Martha was a public figure in St. Pete, serving for years on the city council, managing multiple local and state political campaigns, and running herself for the Florida State Legislature.
CM: I started a journal almost from the day Martha was diagnosed with Alzheimer's. She was 50 at the time; I was 52. I didn't begin writing a journal for "spiritual discipline" purposes. I did it to survive. I had so much information coming at me, and so many questions stirring up inside, that I needed a central clearinghouse. The idea of a journal instinctively arose. I'm glad it did. Soon enough, my thoughts and writings evolved into issues deriving from this spiritual odyssey. I wrote in this journal for a decade, consuming 14 volumes. My last entry was the day my wife moved into her nursing home.
CM: Writing my book almost didn't happen. The raw material for the book lay in the journal I'd kept, and I initially found it too difficult to open after having closed it five years earlier. Somehow I got past that grinding feeling. As I read and scanned the 14 volumes in no particular order, story fragments began linking together. Not only that, memories of conversations and images were awakened that I'd not written down, helping me to add color and texture to our story. Fourteen years into our journey—about the time I started to write my book—I suddenly realized how far our family had traveled, and from where we'd come.
Nancy (Erickson) Nordenson is by day a medical writer. By night, she's an essayist and writer who explores the creative and spiritual realms of her life and environs. Her recent book is Finding Livelihood: A Progress of Work and Leisure. I shared some of Nancy's story last March in a post titled How a Friend Found Meaning in a Job Loss. Nancy and her husband call Minneapolis home.
May we all take a deep breath to rest in this holiday season's Spirit.
P.S. If you think our story is worth sharing, please think about giving my book, A Path Revealed, to family and friends who would find value in it. Or maybe your book club would like to read and discuss it. You can purchase the book several ways: 1) At your local bookstore or at a Barnes & Noble, which can order it if it's not on the shelf. 2) On Amazon. 3) Via my publisher Paraclete Press, which offers discounts for multiple copies. Contact Sr. Estelle Cole by phone: 774-801-2030 or by email: srestelle@paracletepress.com.
P.P.S. Feel free to forward this post to your friends and family. If you'd like to sign up for my blog, it's free. Just click here.
Newer PostMay I Share with You These Entries from My Journal?


A new high-definition Blu-Ray edition has given new life to Richard Brooks' classic action Westerner. The 1966 film now looks as clean and crisp as the first print struck from its cut negative.
With the Blu-Ray treatment Conrad Hall's gorgeous and innovative lighting is seen in full glory. The film is famous for what's known in cinematographers' circles as its 'day-for-night' photography. Day for night means exposing a daytime scene to look like night. It usually produces a dull image. But Hall's work in "The Professionals" is not a cheat, in fact it's key to the overall look and tone of the film - night scenes look as if it's dusk, with a crystal blue sky in the background but dark all around.
"The Professionals" has the misfortune of being made a year before the seminal "Bonnie and Clyde" and three years before "The Wild Bunch". Like "The Wild Bunch" "The Professionals" is set in early 20th century – an era with automobiles and automatic weapons. "The Wild Bunch" expressively used its extreme violence as a metaphor for the changing and outmoded days of the traditional western gunslinger, while "The Professionals" is just a genre film. And so, with Brooks' film practically next door neighbours to Peckinpah's classic, the grass seems that much greener on the other side.
The film treads on the popularity of similarly themed 60's films about ragtag groups of soldiers of fortune – "The Magnificent Seven" "The Guns of Navarone", "The Dirty Dozen". In this film, Lee Marvin plays Rico Farden who is hired by local landowner J.W. Grant to rescue his kidnapped wife Maria (Claudia Cardinale) from a group of Mexican bandits. Rico brings on his demolition expert Bill Dolworth (Burt Lancaster), horse wrangler Hans Ehrengard (Robert Ryan), and tracker/marksman Jacob Sharp (Woody Strode). Together they ride from Texas to Mexico to rescue the girl and battle the Mexican bandits all the way home.
The performances are solid. Teaming up the strapping uber-male stars Marvin and Lancaster works. Marvin is the confident and commanding leader and Lancaster is witty and charming George Clooney-type. Woody Strode is a welcomed figure in any movie he's in, and Ms. Cardinale's pouty face and ample bosom barely unhidden under her fashionably unbuttoned dress is simply deliciously. Is there a more ideal western heroine?
Perhaps it's unfair to compare "The Professionals" with "The Wild Bunch" because Brooks' film doesn't pretend to be more than a genre action film. And it certainly doesn't aspire for cultural significance. Yet Brook's film was nominated for a few Oscars including writer and director Brooks as well as Conrad Hall's cinematography. The film doesn't quite live up to these award nominations, but it's still a top notch, well executed film and on Blu-Ray a stunning film to look at. Enjoy.
"The Professionals" is available on Blu-Ray from Sony Pictures Home Entertainment.