text:
Adjustable Posture Corrector
Ankle Compression Socks
Wrist Support Wraps
Lumbar Back Support Wrap
Company (referred to as either "the Company", "We", "Us" or "Our" in this Agreement) refers to Marakym LLC, Wyoming.
Country refers to California, United States
Website refers to Marakym, accessible from https://www.marakym.com
Usage Data has collected automatically when using the Service.
Cookies can be "Persistent" or "Session" Cookies. Persistent Cookies remain on Your personal computer or mobile device when You go offline, while Session Cookies are deleted as soon as You close Your web browser. Learn more about cookies: What Are Cookies?.
Necessary / Essential CookiesType: Session CookiesAdministered by: Us
Cookies Policy / Notice Acceptance CookiesType: Persistent CookiesAdministered by: Us
Functionality CookiesType: Persistent CookiesAdministered by: Us
To provide and maintain our Service, including monitoring the usage of our Service.
For the performance of a contract: the development, compliance, and undertaking of the purchase contract for the products, items, or services You have purchased or of any other contract with Us through the Service.
To contact You: To contact You by email, telephone calls, SMS, or other equivalent forms of electronic communication, such as a mobile application's push notifications regarding updates or informative communications related to the functionalities, products, or contracted services, including the security updates, when necessary or reasonable for their implementation.
To provide You with news, special offers, and general information about other goods, services, and events that we offer that are similar to those that you have already purchased or enquired about unless You have opted not to receive such information.
For business transfers: We may use Your information to evaluate or conduct a merger, divestiture, restructuring, reorganization, dissolution, or another sale or transfer of some or all of Our assets, whether as a going concern or as part of bankruptcy, liquidation, or similar proceeding, in which Personal Data held by Us about our Service users is among the assets transferred.
For other purposes: We may use Your information for other purposes, such as data analysis, identifying usage trends, determining the effectiveness of our promotional campaigns, and evaluating and improve our Service, products, services, marketing, and your experience.
With Affiliates: We may share Your information with Our affiliates, in which case we will require those affiliates to honor this Privacy Policy. Affiliates include Our parent company and any other subsidiaries, joint venture partners, or other companies that We control or that are under common control with Us.
With business partners: We may share Your information with Our business partners to offer You certain products, services, or promotions.
With other users: when You share personal information or otherwise interact in the public areas with other users, such information may be viewed by all users and may be publicly distributed outside. If You interact with other users or register through a Third-Party Social Media Service, Your contacts on the Third-Party Social Media Service may see Your name, profile, pictures, and description of Your activity. Similarly, other users will be able to view descriptions of Your activity, communicate with You and view Your profile.
Your information, including Personal Data, is processed at the Company's operating offices and in any other places where the parties involved in the processing are located. It means that this information may be transferred to — and maintained on — computers located outside of Your state, province, country or other governmental jurisdiction where the data protection laws may differ from those from Your jurisdiction.
If the Company is involved in a merger, acquisition, or asset sale, Your Personal Data may be transferred. We will provide notice before Your Personal Data is transferred and becomes subject to a different Privacy Policy.
The security of Your Personal Data is important to Us, but remember that no method of transmission over the Internet or method of electronic storage is 100% secure. While We strive to use commercially acceptable means to protect Your Personal Data, We cannot guarantee its absolute security.
We have no control over and assume no responsibility for the content, privacy policies, or practices of any third-party sites or services.
By email: support@marakym.com
We take immense pride in the materials, technology, and rigorous testing that goes into everything we offer under the Marakym® brand. Our number one goal is enriching the lives of our customers by providing innovative solutions that promote healthy and active lifestyles.
support@marakym.com
Copyright @ 2021 ®Marakym. All Right Reserved.
Made with ❤ by Out Origin


text:
Merck Group
MerckMerck KGaABritish Drug HousesE. MerckE. Merck & Co.E. Merck DarmstadtEmanuel MerckEMDEMD ChemicalsEMD Pharmaceuticals
Merck KGaA (also called as the Merck Group), branded and commonly known as Merck, is a German multinational pharmaceutical, chemical and life sciences company headquartered in Darmstadt, with about 56,000 employees and present in 66 countries.wikipedia
307 Related Articles
[filter]
morphiamorphine addictionmorphine sulfate
Merck pioneered the commercial manufacture of morphine in the 19th century and for a time held a virtual monopoly on cocaine.
Merck began marketing it commercially in 1827.
OpiateOpioid use disorderHeroinWHO Model List of Essential MedicinesMerck Group
Merck family
The Merck family still controls a majority 70.3% of the company's shares.
The Merck family is a German family of industrialists and bankers, known for establishing the world's oldest pharmaceutical company Merck, its American former subsidiary Merck & Co. (MSD), which is now an independent company, as well as the Hamburg merchant bank H. J. Merck & Co. The family still owns the majority of the pharmaceutical company Merck.
Merck & Co.Merck GroupGeorge W. MerckH. J. Merck & Co.Friedrich Jacob Merck
MerckMerck & CoMerck & Co., Inc.
The American pharmaceutical company Merck & Co. was established as a subsidiary of Merck in 1891, but was nationalized by the United States in 1917, before being privatized again when George W. Merck purchased back the stock in 1919.
The company was established in 1891 as the United States subsidiary of the German company Merck, which was founded in 1668 by the Merck family.
Merck familyMerck Manual of Diagnosis and TherapyMerck GroupThe Merck ManualsGeorge W. Merck
Darmstadt, GermanyHessen-DarmstadtDA
Merck KGaA (also called as the Merck Group), branded and commonly known as Merck, is a German multinational pharmaceutical, chemical and life sciences company headquartered in Darmstadt, with about 56,000 employees and present in 66 countries. In 1668, Friedrich Jacob Merck, an apothecary, assumed ownership of the Engel-Apotheke ("Angel Pharmacy") in Darmstadt, Germany.
Darmstadt is also the seat of the world's oldest pharmaceutical company, Merck, which is the city's largest employer.
European Space Operations CentreGSI Helmholtz Centre for Heavy Ion ResearchHassiumMeitneriumRoentgenium
Millipore CorporationMilliporeEMD Millipore
In 2010 Merck took over Billerica (MA) based Millipore Corporation for EUR 5.3 billion (US$7.2 billion).
Merck Millipore was the brand used for Merck's global life science business until 2015 when the company re-branded.
Sigma-AldrichCarrigtwohillMerck GroupBillerica, MassachusettsVannevar Bush
Darmstadt University of TechnologyTechnical University of DarmstadtTechnische Hochschule Darmstadt
Merck has formed a strategic alliance with the Technische Universität Darmstadt, which is located in the same town as Merck.
The TU Darmstadt maintains strategic alliances with the companies Merck, Deutsche Bahn, Continental, Robert Bosch GmbH and Siemens.
Department of Electrical Engineering and Information Technology of TU DarmstadtDarmstadtJohannes Gutenberg University MainzIT cluster Rhine-Main-NeckarElectrical engineering
Merck Serono
EMD SeronoMerckMerck-Serono
The new entity, Merck Serono, began operations in 2007.
Merck Serono (EMD Serono in the United States and Canada) is a pharmaceutical company headquartered in Darmstadt, Germany, and a brand and division of Merck focused on biopharmaceuticals.
Ernesto BertarelliMerck GroupGenevaSeronoSaizen
Merck SeronoPiero DoniniSerono International S.A.
In September 2006 the company announced a takeover bid of $13.2 billion for Serono SA, Switzerland's largest biotech firm.
It was acquired by the German pharmaceutical company Merck in 2006.
Manteia Predictive MedicineMerck SeronoMerck GroupSerostimErnesto Bertarelli
DAX ComponentDAX 30Xetra DAX
Merck was privately owned until going public on the Frankfurt Stock Exchange in 1995, and is listed on the DAX index of Germany's top companies.
Xetra (trading system)Frankfurt Stock ExchangeDeutsche BankGermanyContinental AG
Sigma AldrichSigma-Aldrich CorporationAldrich
Later in September it was announced that the company would acquire Sigma-Aldrich for $17 billion.
Sigma-Aldrich Corporation is an American chemical, life science and biotechnology company owned by Merck KGaA.
Merck MilliporeThe RNAi ConsortiumFine chemicalAlfred BaderCarbolabs
AZ Electronic Materials
In December 2013, the company bought AZ Electronic Materials SA (AZEM) for about $2.6 billion in cash to increase its offering of specialty chemicals to the electronics industry.
On 2 May 2014, Merck KGaA announced the successful acquisition of AZ Electronic Materials.
Merck GroupFine chemicalHoechst AGSanofiOrganic compound
Ernesto Bertarelli
ErnestoBertarelliBertarelli Foundation
The deal included a buy-out of the Bertarelli family's 64.5% stake in Serono to be followed by a public tender offer for the remaining shares starting in November 2006.
Bertarelli and his family sold the company to Merck KGaA of Germany in January 2007 for US$13.3 billion, forming the new company Merck-Serono.
Babson CollegeAlinghiMerck SeronoMerck Group2003 America's Cup
Karl-Ludwig Kley
In October, it was announced that Karl-Ludwig Kley, CEO of Merck since April 2007, would retire in April 2016, and be succeeded by Stefan Oschmann, who has been a member of the executive board since 2011.
Karl-Ludwig Kley (born 11 June 1951 in Munich) is a German business executive, and was the chief executive officer (CEO) and chairman of the executive board of the German multinational chemical, pharmaceutical and life sciences company Merck.
Merck GroupStefan OschmannLudwig Maximilian University of MunichBayerChief financial officer
Tecemotide
Stimuvax
One drug candidate suffered a lack of success in patient recruitment, with its MUC1 antigen-specific cancer immunotherapy drug, tecemotide (L-BLP25), missing its Phase I/II endpoint of increasing overall survival in patients with Stage III non-small cell lung cancer.
In 2001, Merck KGaA, Darmstadt, Germany, entered into a collaboration and supply agreement with Oncothyreon.
Merck GroupInternational nonproprietary nameUnited States Adopted NameAntigenCancer vaccine
Stefan Oschmann
Stefan Oschmann (born 25 July 1957) is a German businessman, who has served as the chief executive officer (CEO) and chairman of the executive board of the Germany-based Merck Group since April 2016.
Merck GroupKarl-Ludwig KleyChief executive officerMerck & Co.Würzburg
Mylan N.V.Mylan PharmaceuticalsMylan Inc.
In April 2018, Reuters reported that generic drug manufacturer, Mylan was in advanced discussions to acquire the consumer health business for between €3.5–4 billion (£3–3.4 billion).
In 2007, Mylan acquired a controlling interest in India-based Matrix Laboratories Limited, a top producer of active pharmaceutical ingredients (APIs) for generic drugs, and the generics business of Germany-based Merck KGaA.
NASDAQ-100Merck GroupManagement of HIV/AIDSAlphapharmGeneric drug
Schering AG
ScheringSchering OySchering-Kahlbaum
On March 13, 2006, Merck announced a takeover bid for Schering AG, the world's largest producer of oral contraceptives.
In March 2006, Merck KGaA announced a €14.6bn bid for Schering, which by 2006 had annual gross revenue of around €5 billion and employed about 26,000 people in 140 subsidiaries worldwide.
Schering-PloughErnst Christian Friedrich ScheringMerck GroupPrimodosBayer
Pfizer Inc.Pfizer, Inc.Pfizer Inc
In November 2014, Merck and Pfizer agreed a deal for the latter to sell the former sharing rights to develop an experimental immunotherapy drug for a fee of $850 million.
Hopes for a renewed bid later in the year were dashed when Pfizer signed a major cancer drug deal with Merck KGaA, selling its sharing rights to develop an experimental immunotherapy drug for a fee of $850 million.
GlaxoSmithKlineAllerganCharles PfizerWyethWilliamsburg, Brooklyn
Billerica, Massachusetts
BillericaBillerica, MANutting Lake
Middlesex County, MassachusettsChelmsford, MassachusettsBedford, MassachusettsTewksbury, MassachusettsWilliam Manning (author)
Bayer AGBayer CropScienceBayer HealthCare
On March 23, 2006, Bayer AG made a supported offer for Schering and Merck decided to drop out of the bidding for the company.
In March 2006 Merck KGaA announced a €14.6bn bid for Schering AG, founded in 1851.
LeverkusenWerner BaumannIG FarbenPharmaceutical industryMonsanto
Procter and GambleP&GProcter & Gamble Productions
Later in the month, Reuters reported that Procter & Gamble would purchase the division for €3.4 billion euros (£2.96 billion; $4.2 billion).
In April 2018, Reuters reported that Procter & Gamble would purchase the consumer health division of Merck Group (known as EMD Serono in North America) for €3.4 billion (£2.96 billion; $3.9 billion).
PringlesJames Gamble (industrialist)Ivory (soap)William Procter (industrialist)Crisco
Friedrich Jacob Merck
In 1668, Friedrich Jacob Merck, an apothecary, assumed ownership of the Engel-Apotheke ("Angel Pharmacy") in Darmstadt, Germany.
He was the founder of the world's oldest pharmaceutical company, Merck KGaA, which was established in 1668.
Merck familyMerck GroupList of GermansMerck & Co.Heinrich Emanuel Merck
Versum Materials
Versum Materials Inc
In April 2019, Merck announced it would acquire Versum Materials for $6.5 billion ($53-per-share).
It is a subsidiary of Merck Group.
Air Products & ChemicalsMerck GroupChemical-mechanical polishingDielectricPrecursors of film
Erbitux
In the former therapeutic area, its first marketed product is Erbitux (cetuximab), for which it has marketing rights worldwide, apart from North America.
Cetuximab is a chimeric (mouse/human) monoclonal antibody given by intravenous infusion that is distributed under the trade name Erbitux in the U.S. and Canada by the drug company Eli Lilly and Co. and outside those countries by the drug company Merck KGaA.
Epidermal growth factor receptorRadiation therapyMonoclonal antibodyHead and neck cancerColorectal cancer
Xirallic
An example for these pigments are alumina effect pigments sold under brand name Xirallic ®.
It was developed and patented by researchers of the company Merck KGaA in Japan.
Merck GroupIwaki,_Fukushima2011 Tōhoku earthquake and tsunamiFord Motor CompanyChrysler

redpajama_set_name: RedPajamaCommonCrawl


text:
Omni-HealthData Named "Best Overall Healthcare Data Analytics Platform" for the Second Consecutive Year
Annual Awards Program Recognizes Outstanding Health and Medical Technology Products and Companies
Information Builders, Inc. (ibi), the leading data and analytics company, today announced that Omni-HealthData is the winner of "Best Overall Healthcare Data Analytics Platform" in the MedTech Breakthrough Awards for the second consecutive year.
"Healthcare digitization is experiencing exponential growth, especially in light of the COVID-19 global pandemic, and data has never played a more critical role in empowering healthcare providers and patients with information to make better decisions," said James Johnson, managing director, MedTech Breakthrough. "ibi is a leader in the data and analytics space because their 'breakthrough' solution makes it easy for non-technical users to access and analyze information anywhere, anytime. The 2020 MedTech Breakthrough Award is a strong testament to the success and innovative design of the Omni-HealthData platform."
"Healthcare data can be incredibly complex and challenging to bring together in order to analyze it and make decisions," said Dennis McLaughlin, vice president, Omni operations and product management, ibi. "Omni-HealthData offers a modern data and analytics platform that simplifies the data integration and harmonization process, and gives users a reliable and consistent view of their data. This approach empowers users to self-serve and quickly get answers and insights from their data – right when they need it."
Powered by ibi and designed for modern data management, Omni-HealthData helps healthcare organizations break down data silos and achieve real value from their data. Designed to be a comprehensive information management solution, it offers healthcare organizations a full suite of products and services that create a comprehensive view of patient, employee, and member data – all in one place. Omni-HealthData highlights include:
Driving action where it matters most with care management analytics built for risk-based models
Simplifying the complexity of social determinants with intelligent insights that help communities thrive
Optimizing operations with unified and mastered provider directory data that restores trust and creates competitive advantage
See how Omni-HealthData empowers data-first organizations.
About MedTech Breakthrough
Part of Tech Breakthrough, a leading market intelligence and recognition platform for global technology innovation and leadership, the MedTech Breakthrough Awards program is an independent program devoted to honoring excellence in medical- and health-related technology companies, products, services, and people. The MedTech Breakthrough Awards provide a platform for public recognition around the achievements of breakthrough health and medical companies and products in categories that include Patient Engagement, mHealth, Health & Fitness, Clinical Administration, Healthcare IoT, Medical Data, Healthcare Cybersecurity, and more. For more information visit MedTechBreakthrough.com.
About ibi
ibi is a data and analytics company that embeds intelligence into ― everything. From the beginning, ibi has known the importance of data and insights to make better decisions. We help organizations get their complex and disconnected data in order, so they can build, embed and automate intelligence in everything they do. By preparing organizations for the future and turning them into builders ― information builders, everyone can use enterprise-trusted data at scale to drive their growth. Whether our customers use pre-built applications or build their own solutions for their data and analytics challenges, ibi powers their innovation and reinvention. ibi's open platform and industry-specific building blocks accelerate speed-to-market, improve operational efficiency, and enhance their customers' experience.
Michael Kornspan
Michael_Kornspan@ibi.com
Highwire PR
Holly Langbein
ibi@highwirepr.com


The Generation 1 QuickRoll intubation bag is a lightweight, compact, minimalistic approach to carrying airway equipment. This module is designed to organize basic and advanced airway equipment for EMT intubation or basic airway adjunct procedure(s). The singe-buckle closure allows fast, one handed access. The fact it rolls up makes it very quick to access and stow. This is a perfect accessory intubation kit for any StatPacks® main packs.
This module makes for a quick, easy to use,EMT Intubation bag.
Specifically designed to stow neatly in StatPacks Generation 1 Emergency Medical Services packs.
Very impressed with this product, works great for BLS purposes for OPA/NPA and Combi-Tube as well as for ALS. keeps everything organized and safe from contamination when left out at scenes. Roll fits better than standard kit bags and easily forms to other shapes to fit in smaller areas.


text:
Tech Radar Pro TechRadar IT Insights for Business
Perimeter 81
Best standing desk deals
Best cloud storage 2023
Everything you need to WFH
What is Microsoft Teams?
Windows 11 for business
Overcoming the 2019 cyber-threat
By Nick Offin
published 6 March 2019
Remote working poses a serious threat to unprepared organizations
Over the last couple of years, the dramatic development of digital technologies has fuelled the growth and needs of the mobile workforce.
Recent research by Microsoft (opens in new tab) found that only 11.4 per cent of European employees feel highly productive at work, and, amidst the arrival of innovative technologies like 5G, mobile working is not only becoming increasingly prevalent, but also more popular with offices no longer confined to four walls.
However, while it is important organisations give employees the flexibility of remote working, they must also be mindful that – in an age of mass data proliferation – the wider a network perimeter has to stretch, the more scope exists for security breaches.
The cybersecurity measures needed to protect flexible workers
Phishing attacks on the rise in 2018
What you need to get a career in cybersecurity
Image Credit: Shutterstock (Image credit: Shutterstock)
The 2019 cyber-threat landscape
As organisations adapt to this rapidly changing environment, they must be cautious of technology's role as both enabler and inhibitor. With so much data now available and increasingly central to an organisation's day-to-day operations, the cost of any security breach is quickly increasing. An IBM and Ponemon Institute (opens in new tab) study, for example, showed the global average cost of a data breach rose by 6.4 per cent year-on-year in 2018 to $3.86 million.
Coupled with this is the growing intelligence of the cyber-criminals attacking this data, who are constantly evolving their methods to stay ahead of the game – as demonstrated by the 2018 SonicWall Cyber Threat Report (opens in new tab), which reported a 101.2 per cent increase in never-before-seen cyberattacks and malware variants. Cybercriminals are turning to highly effective weapons like ransomware, IoT malware and TLS/SSL-encrypted malware to target organisations around the world. It's therefore no surprise that, according to Toshiba (opens in new tab), 62 per cent of Europe's IT leaders still consider data security to be a key investment priority.
Devices and employees – the first line of defence
Devices are often the first line of defence for organisations – instances of laptops being left on the train, stolen on a busy commute or connecting to a coffee shop's unsecure network, can leave sensitive data exposed. IBM and the Ponemon Institute (opens in new tab) found that almost half of security breaches involved a malicious or criminal attack, while a further 27 per cent were due to the carelessness of negligent employees – and combining the two creates a potent concoction which IT managers need to successfully manage.
It is therefore important to ensure the security solutions are in place to protect business-sensitive information at both a hardware and network level. Organisations should look to devices such as Toshiba's X-Series, which boast biometric features alongside in-built smart data encryption tools. Alongside these initial barriers, remote access and wiping tools are important in enabling IT teams to remove files and data from devices should they land in the wrong hands. Even within an organisation, it is important for individual departments to ensure security and confidentiality for sensitive documents. Central administration tools can grant access rights based on job type and job seniority – for example, restricting sensitive financial information from those sitting outside of that department.
Beyond digital technological solutions, organisations must also invest in training and education to ensure employees are taking the right methods to identify and mitigate potential security attacks, and prevent them from happening. According to Toshiba (opens in new tab) research, two thirds of organisations want to invest in engaging their staff in IT training, in turn ensuring correct and secure usage and ultimately reducing the chances of employee negligence.
The rise of IoT and the mobile edge
The rise and adoption of IoT is creating a growing need for even more stringent data protection policies. Security specialists such as Avast are specifically calling out IoT as a key battleground in 2019 (opens in new tab) as sophistication in this area increases, and as a result businesses will need to consider new and innovative security methods. One such approach is to turn to mobile edge computing solutions, which not only pave the way for IoT to be used in the enterprise operationally, but ensure that it's also achieved in a secure manner. Such solutions enable data communication to be locally encrypted and translated to a communication protocol before being sent to the company's network core via the cloud. As we see new IoT-driven solutions such as wearables enter the enterprise, the need to protect the ever-growing swathes of data created by this trend will result in organisations placing even more value on mobile edge computing.
Security remains the most important element of an organisation's IT strategy, with the current threat landscape more diverse and challenging than ever before. Solutions may only remain secure for a matter of months before cyber-criminals decipher ways to breach them, and so it is essential IT leaders constantly monitor and evolve to stay ahead of the game. In the age of IoT, this means going beyond protecting the network at its core, but also using robust hardware and edge solutions to nullify the threat across the ever-expanding network perimeter.
Nick Offin, Head of Sales, Marketing and Operations at Toshiba Northern Europe (opens in new tab)
We've also highlighted the best antivirus to protect your systems from the latest cyber threats
Are you a pro? Subscribe to our newsletter
Sign up to theTechRadar Pro newsletter to get all the top news, opinion, features and guidance your business needs to succeed!
Nick Offin
Nick Offin is Head of Sales, Marketing and Operations at dynabook Northern Europe.
He has the responsibility for sales teams covering end user segments including Public Sector, Corporate, Mid-market and Education sectors and Managed Partners across UK&I and the Nordics.
iOS 16.3 permet d'utiliser une clé de sécurité physique pour protéger votre iPhone


text:
Q: Exclude holidays in Oracle table table1 K
Date          id
2015-01-01    10
2015-01-02    10
2015-01-03    10
2015-01-04    10
2015-01-05    10
2015-01-06    10

table2 H
Date          id   Holiday
2015-01-03    10   a holiday day

I want to exclude holidays from my Date column and create a new column like AS new_dates.
So the output is like:
table3 Output
new_dates     id
2015-01-01    10
2015-01-02    10
2015-01-04    10
2015-01-05    10
2015-01-06    10

A: Now edited.
I was suggesting EXCEPT ALL, but Oracle has MINUS instead, according to MTO's answer.
select date, id from table1
MINUS
select date, id from table2

Or NOT EXISTS:
select date, id from table1 t1
where not exists (select 1 from table2 t2
                  where t1.date = t2.date
                    and t1.id = t2.id)

Edited: added and t1.id = t2.id to the NOT EXISTS version's sub-select.

A: Simple
select date, id from table1
where not exists(select 'x' from table2 where table1.date = table2.date)

A: SQL Fiddle
Oracle 11g R2 Schema Setup:
CREATE TABLE T1 ( "DATE", ID ) AS
SELECT DATE '2015-01-01' + LEVEL - 1, 10
FROM   DUAL
CONNECT BY LEVEL < 7;

CREATE TABLE T2 ( "DATE", ID ) AS
SELECT DATE '2015-01-03', 10 FROM DUAL;

Query 1:
SELECT * FROM T1
MINUS
SELECT * FROM T2

Results:
|                      DATE | ID |
|---------------------------|----|
| January, 01 2015 00:00:00 | 10 |
| January, 02 2015 00:00:00 | 10 |
| January, 04 2015 00:00:00 | 10 |
| January, 05 2015 00:00:00 | 10 |
| January, 06 2015 00:00:00 | 10 |

Query 2:
SELECT * FROM T1
WHERE NOT EXISTS ( SELECT 'X'
                   FROM   T2
                   WHERE  T1.ID = T2.ID
                   AND    T1."DATE" = T2."DATE" )

Results:
|                      DATE | ID |
|---------------------------|----|
| January, 01 2015 00:00:00 | 10 |
| January, 05 2015 00:00:00 | 10 |
| January, 04 2015 00:00:00 | 10 |
| January, 06 2015 00:00:00 | 10 |
| January, 02 2015 00:00:00 | 10 |

Query 3:
This query is valid in SQL Server but not in Oracle:
SELECT * FROM T1
EXCEPT ALL
SELECT * FROM T2

Results:
ORA-00933: SQL command not properly ended

A: Another way,
SQL> SELECT t1.* FROM t1, t2 WHERE t1."DATE" <> t2."DATE" AND t1.ID = t2.ID;

DATE              ID
--------- ----------
01-JAN-15         10
02-JAN-15         10
04-JAN-15         10
05-JAN-15         10
06-JAN-15         10

There could be different holidays for different IDs, so the condition checks for unmatched rows and filters them out and makes sure it is checked for a particular ID and not random.
From a performance point of view, with proper primary and foreign key constraints, you could do a single table scan on the referencing table rather than 2 table scans.
For example,
Adding the primary key and foreign key constraints:
SQL> ALTER TABLE t1
  2  ADD CONSTRAINT t1_pk PRIMARY KEY ("DATE", id);

Table altered.

SQL>
SQL> ALTER TABLE t2
  2  ADD CONSTRAINT t2_fk
  3     FOREIGN KEY ("DATE", ID)
  4     REFERENCES t1 ("DATE", id);

Table altered.

Let's check the explain plan:
SQL> set autot on explain
SQL> SELECT t1.* FROM t1, t2 WHERE t1."DATE" <> t2."DATE" AND t1.ID = t2.ID;

DATE              ID
--------- ----------
01-JAN-15         10
02-JAN-15         10
04-JAN-15         10
05-JAN-15         10
06-JAN-15         10

Execution Plan
----------------------------------------------------------
Plan hash value: 603358195

----------------------------------------------------------------------------
| Id  | Operation          | Name  | Rows  | Bytes | Cost (%CPU)| Time     |
----------------------------------------------------------------------------
|   0 | SELECT STATEMENT   |       |     5 |   110 |     4   (0)| 00:00:01 |
|   1 |  NESTED LOOPS      |       |     5 |   110 |     4   (0)| 00:00:01 |
|   2 |   TABLE ACCESS FULL| T2    |     1 |    11 |     3   (0)| 00:00:01 |
|*  3 |   INDEX FULL SCAN  | T1_PK |     5 |    55 |     1   (0)| 00:00:01 |
----------------------------------------------------------------------------

Predicate Information (identified by operation id):
---------------------------------------------------

   3 - access("T1"."ID"="T2"."ID")
       filter("T1"."DATE"<>"T2"."DATE" AND "T1"."ID"="T2"."ID")

Note
-----
   - this is an adaptive plan

So, there is a full table scan only on T2 and an INDEX FULL SCAN on the primary key index of T1.
Now, there should be a supporting index for the foreign key, which will avoid the full table scan and use the index scan.
Let's create the supporting index for the foreign key:
SQL> CREATE INDEX t2_indx ON t2("DATE", id);

Index created.

Let's check the explain plan:
SQL> set autot on explain
SQL> SELECT t1.* FROM t1, t2 WHERE t1."DATE" <> t2."DATE" AND t1.ID = t2.ID;

DATE              ID
--------- ----------
01-JAN-15         10
02-JAN-15         10
04-JAN-15         10
05-JAN-15         10
06-JAN-15         10

Execution Plan
----------------------------------------------------------
Plan hash value: 2278991468

----------------------------------------------------------------------------
| Id  | Operation        | Name    | Rows  | Bytes | Cost (%CPU)| Time     |
----------------------------------------------------------------------------
|   0 | SELECT STATEMENT |         |     5 |   110 |     2   (0)| 00:00:01 |
|   1 |  NESTED LOOPS    |         |     5 |   110 |     2   (0)| 00:00:01 |
|   2 |   INDEX FULL SCAN| T2_INDX |     1 |    11 |     1   (0)| 00:00:01 |
|*  3 |   INDEX FULL SCAN| T1_PK   |     5 |    55 |     1   (0)| 00:00:01 |
----------------------------------------------------------------------------

Predicate Information (identified by operation id):
---------------------------------------------------

   3 - access("T1"."ID"="T2"."ID")
       filter("T1"."DATE"<>"T2"."DATE" AND "T1"."ID"="T2"."ID")

Note
-----
   - this is an adaptive plan

Now, there are no full table scans, rather optimizer uses INDEX FULL SCAN.

redpajama_set_name: RedPajamaStackExchange


Jupiter Distressed Cowhide Leather Jackets are an image of class. They hold an extraordinary significance in the cutting edge design world. A Jupiter Distressed Cow Hide Vintage Black Men's Leather Jacket can be viewed as the most favored external wear all around. This Jupiter Distressed Cowhide Leather Jacket however, with its stunning outline and shape emerges as the pioneer.
With regards to looking your absolute best and making an impression, this Jupiter Distressed Cowhide Leather Jacket is exactly what we require. So grasp the force of Jupiter Distressed Cowhide Leather Jacket into your closet and feel the distinction as individuals will line up just to respect your incredible style sense.
Actually, this is pure and genuine cowhide leather. It also has low collar snap tab buttoned. It contains woolen cuffs and zipped shutting. It also contains YKK zipper. It has a polyester lining. There are hand warmers and doubled inside pockets. It has one of the gorgeous colors that are black.
Brando Motorcycle Leather Jacket For Mens	There are some icons of the biker world that not only help..
Brando Motorcycle Distressed Heavy Duty Leather JacketThe most notable features of a biker's person..


I had an opportunity to hear Carter Roberts speak the other day. What a great speaker he was and he had some seriously interesting things to say!
Personally, in the past, I have been a big supporter of wildlife. It's where I tend to do my charitable donating. Up 'till now, my preference has been with The Nature Conservancy. But after hearing Carter Roberts speak, I think that I am going to split my charitable giving between the two.
One of the things that I have liked about The Nature Conservancy is that they don't "mess around". They see something that they want to protect and they go out and buy it. One of the things that Carter Roberts talked about that got my attention was the angle that they were taking.
Instead of buying land and protecting it. Instead of spending money on lobbying. The World Wildlife Fund is working with global companies to try to change the way they use/buy/sell products. Hoping that if they change the way Wal-Mart does something, it will not only force other retailers to follow suit, but change the public mentality as well. Kind of like "wagging the dog". One example Carter gave was how Wal-Mart is now selling sustainably raised/harvested fish. This is huge with the over-fishing of the seas and Wal-Mart being one of the largest sellers of fish in the world!
And the WWF also has a cool new holiday catalog where you can adopt or sponsor anything from a fox to a research vessel. And what I am proud of is that when Carter was talking about the new holiday store, I asked, "Can I use credit card points/miles to buy things?" You should have seen the PR guy next to him start scribbling things down. Even if you only got pennies on the dollar for your "miles", I would gladly buy stuff/donate them to the WWF, and American Express would be very happy because that would take tons, and I mean tons, of miles "off the market"! So when you can use "points" to buy/donate at/to the WWF, remember where the idea came from :-)….
The other thing I asked for was a program kind of like EarthWatch, where it's an educational vacation. But I want a bit more than that…. I don't want to commit 3 years to the Peace Corps, but I'd gladly give the WWF 6 months somewhere. We'd both get something out of it. I'd pay my way, and they would provide me with basic needs, etc. (adequate and making sure I'm OK, but it's not the Four Seasons…) and get to go someplace cool with an opportunity to be in another part of the world (potential travel, experiences, etc.)… and in return, they would get to "abuse" me and use my skill-set, if not for my entrepreneurial skills then for my strong back :-)! Sounds like fun, huh?!?


Based on the climate and weather in Balassagyarmat, the best time to go is August. See below for details.
In January, Balassagyarmat is frigid. Temperatures routinely are in the 30s F (single digits C) range. At night, lows are in the low 20s F (single digits below 0 C).
This is also a rainy time for Balassagyarmat, with several of the days of the month having rain. In January, humidity reaches as high as 80%.
February in this region is cold. Temperatures average in the low 30s F (single digits C) during the day. It rains or snows a bit less than half of the time.
If you visit Balassagyarmat during March, you are likely to find that it is brisk. Temperatures tend to hover around the low 50s F (low 10s C) during the day, while at night they can dip into the low 30s F (single digits below 0 C).
Humidity is generally between 50 and 60% during the day. In terms of precipitation, you can expect it to rain or snow/sleet 5-10 days this month.
April in Balassagyarmat can be chilly. The average overnight temperatures in the area are in the high 30s F (single digits C). With the colder weather comes lower humidity, which is in the 40% to 50% range on average.
In May, Balassagyarmat is balmy. Temperatures routinely are in the low 60s F (low 20s C) range. At night, lows are in the high 40s F (single digits C).
This is also a rainy time for Balassagyarmat, with several of the days of the month having rain. In May, humidity reaches as high as 50%.
In June, Balassagyarmat is warm. Temperatures routinely are in the 70s F (mid 20s C) range. At night, lows are in the low 50s F (low 10s C).
This is also a rainy time for Balassagyarmat, with several of the days of the month having rain. In June, humidity reaches as high as 60%.
In July, Balassagyarmat is warm. Temperatures routinely are in the high 70s F (mid 20s C) and once in a while jump into the 80s F (low 30s C) range. At night, lows are in the 50s F (low 10s C).
This is also a rainy time for Balassagyarmat, with several of the days of the month having rain. In July, humidity reaches as high as 50%.
In August, Balassagyarmat is a perfect temperature. Temperatures routinely are in the high 70s F (mid 20s C) and occasionally jump into the 80s F (low 30s C) range. At night, lows are in the 50s F (low 10s C).
This is also a rainy time for Balassagyarmat, with several of the days of the month having rain. In August, humidity reaches as high as 50%.
September in Balassagyarmat is mild. The average overnight temperatures in the area are in the high 40s F (single digits C). With the colder weather comes lower humidity, which is in the 50% to 60% range on average.
October in Balassagyarmat can be chilly. The rain can amount to several inches/centimeters. During this time, temperatures average in the high 50s F (mid 10s C), although night temperatures can dip into the low 30s F (single digits C).
November in Balassagyarmat is brisk. The rain/snow can amount to several inches/centimeters. During this time, temperatures average in the high 30s F (single digits C) to 40s F (single digits C).
December in this region is frosty. Temperatures average in the 30s F (single digits C) during the day. It rains or snows regularly.
Here are some general tips on what to wear in Balassagyarmat, as well as several items to remember to pack when traveling there.
Check out our guides for these other locations: Cochamó Valley, Chile, Záhorie, Slovakia, Knighton, England, United Kingdom, Kirkintilloch, Scotland, United Kingdom, Pointe-Noire, Republic of the Congo, Playas de Rosarito, Baja California, Mexico, Mutarara, Mozambique, Exton, Pennsylvania, United States of America, Methuen, Massachusetts, United States of America, Kharagpur, India, and Tishomingo, Oklahoma, United States of America.


A selection of personal and professional videos that I have produced. Some I shot purely for fun, others were made during my time at the Covington News and Rockdale News. All cinematography*, editing and graphics work were performed by me.
Mystical Moments - the wedding of Angela & Bob. Music: "Into The Mystic" by Van Morrison, performed by Andy Shaw (http://www.thedtb.com). Additional cinematography by Kevin Brawley.
Produced for The Covington News. Read the story here: http://www.covnews.com/archives/30273/ Camp Sunshine provides programs througout the year for children with cancer and their families. Their summer camp programs are held at Camp Twin Lakes in Rutledge, GA. The News got an all-access tour of the camp to hear why Camp Twin Lakes and Camp Sunshine are such a special place.
Muddy Waters: Is Jackson Lake Polluted?
Produced for the Covington News. There is a public stigma about Jackson Lake in that it's dirty or polluted. The Covington News talks with residents and experts to get the truth about this lake's public reputation.
Produced for the Rockdale News as a video accompaniment to the "Back In The Day" special print section. The Rockdale News talks with Father Methodius and Father Anthony at the Monastery of the Holy Spirit in Conyers. We hear about their experiences back when the monastery was first established.
Produced for The Covington News. Read the full article: http://www.covnews.com/archives/25740/ The Covington News investigates the rise in copper thefts around the county.
Produced for the Covington News. Full story here: http://www.covnews.com/archives/25962/ What is set stalking? These dedicated viewers of the TV series Vampire Diaries flock to Covington to hang around the set for hours hoping to get a glimpse or a meet-and-greet with the stars.
a family vacation. Shot on a Canon 7D with a 24-105 f/4L lens. Music by Madrid - "Out to Sea (Ulrich Schnauss remix of Madrid)"
Just a simple little video I put together today. Happy Thanksgiving everyone! Music credit: "Feel It All Around" by Washed Out Shot on a 5D Mark II with a 24-105 f/4L lens.
what we do when the snow falls. music credits: "Animal Arithmetic" by Jónsi Shot on a Canon 7D+24-105 f/4 L IS USM lens.
Produced for Newton Medical Center. © 2012 - The Covington News/Solutions Group.
Produced for Downtown Covington organization. © 2011 - The Covington News/Solutions Group.


text:
Храм Зачећа Светог Јована Крститеља налази се на локалитету Трноваче код Вишеградске бање, 5 километара сјеверно од Вишеграда. Саграђен је 1936. године. Градили су га мјештани околних села на челу са шумарским техничарем Меденицом. Како је првобитни храм био пред пропадањем свештеник Богдан Станишић и парохијани су 1991. године отпочели градњу новог храма у облику једнобродне базилике.
Храм је 2000-те године осветио Митрополит дабробосански Николај уз саслужење епископа милешевског Филарета уз присуство 25 свештеника и свештено-монаха и око 5000 вјерника..

Занимљивости
Храм се налази у боровој шуми, у планинској заравни прекривеној травом на којој је уређено излетиште. Тако се око храма често окупља домаће становништво, али и туристи.

Види још
Православни манастири у Републици Српској
Списак православних цркава у Босни и Херцеговини
Општина Вишеград
Манастир Добрун
Црква Рођења Пресвете Богородице у Вишеграду
Црква Светог цара Лазара и Косовских мученика у Андрићграду

Референце

Цркве Митрополије дабробосанске
Православне цркве у Републици Српској
Општина Вишеград

redpajama_set_name: RedPajamaWikipedia


Make the pierogi dough: Whisk the applesauce, vegetable oil, 1/2 teaspoon salt, 1 egg and 1/2 cup warm water in a bowl. Put the flour in another bowl and stir in the applesauce mixture. Turn the dough out onto a floured surface and knead until smooth, 1 to 2 minutes, dusting with flour as needed. Cover with plastic wrap and set aside, about 30 minutes.
Meanwhile, make the filling: Cook the bacon in a large skillet over medium heat until crisp. Transfer to a paper towellined plate. Drain all but 2 tablespoons fat from the skillet. Add the mushrooms, season with salt and cook over high heat, stirring until browned, about 4 minutes. Add the onion and cook until soft, about 4 more minutes.
Stir in the sauerkraut, thyme, paprika, 1 cup applesauce and 1/2 cup water. Bring to a simmer, cover and cook until the mushrooms are tender, about 5 minutes, then uncover and cook until thickened, about 4 minutes. Chop the bacon and add to the skillet with the remaining 1/4 cup applesauce and salt to taste.
Make the pierogies: Bring a large pot of salted water to boil. Beat the remaining egg in a bowl with 1 tablespoon water. Roll out half of the dough to less than 1/8 inch thick (keep the remaining dough covered with plastic wrap). Cut into rounds using a 3 1/2-inch cookie cutter or a drinking glass. Top each round with 1 tablespoon of the mushroom filling, brush the edges with the beaten egg and fold in half; crimp with a fork to seal. Repeat with the remaining dough and filling.
Melt 4 tablespoons butter in a large skillet over medium-low heat. Boil the pierogies in batches until tender, about 5 minutes, then transfer to the skillet using a slotted spoon and toss with the butter until browned. Serve with applesauce and sour cream.


You may feel a brand new development is a right choice for your new home. After all, nobody has lived in your apartment, and everything is brand new. This all sounds ideal; however, before leaping, we examine the best real estate developers in New York City.
You should not enter this decision to purchase a condo or rent in a newly constructed building lightly. Many real estate developers do not have an excellent reputation, and your purchase or tenancy could quickly escalate into a nightmare. We provided a breakdown of reputable developers in NYC with a significant presence and have delivered quality buildings.
Founded in 1972, Related Companies has developed properties in some locations besides New York City, including Boston, Chicago, California, Washington D.C., South Florida, and internationally in Abu Dhabi and Shanghai.
Recently, it is developing Hudson Yards with the Ontario Municipal Employees Retirement System's real estate investment arm. This is a 26-acre area that was formerly the West Side Yards.
Below is a list of NYC residential properties (there is Hunters Point South, affordable property in its portfolio). Related Companies is one of if not the best real estate developers in NYC.
1214 Fifth Avenue, 456 Washington Street, 89 Murray Street, MiMA (450 West 42nd Street), One Carnegie Hill, One Hudson Yards, One Union Square South, Riverwalk Crossing, Riverwalk Point, The Caledonia, The Easton, The Lyric, The Sierra, The Strathmore, The Tate, The Ventura, The Westminster, The Westport, Tribeca Green, Tribeca Park, Tribeca Tower.
225 Rector Place, 35 Hudson Yards, 520 West 28th, Astor Place, Bertelsmann/Random House Headquarters (mixed use), Carnegie Park, One Carnegie Hill, One Central Park, Residences at Mandarin Oriental, Riverwalk Court, Superior Ink, The Brompton, The Caledonia, The Chatham, The Harrison, The Park Imperial, The Veneto and the most recent 70 Vestry. On the back of the success of 70 Vestry Related is working on 511 West 18th Street and 500 West 19th Street in Chelsea with a projected completion date of December 2020.
Extell Development, established in 1989, primarily focuses its developmental efforts in New York City. It has amassed more than 25 million square feet across residential, commercial, hospitality, and mixed-use properties. This includes developments in Long Branch, New Jersey, Park City, Utah, and Vail Colorado).
NYC Residential properties: You can check the website for availability.
1010 Park Avenue (estimated to be completed in 2018), 212 East 47th Street, 31 West 11th Street, 330 East 72nd Street, 500 East 14th Street, 535 West End Avenue, 555Ten (luxury rentals), 70 Charlton (new development), 995 Fifth Avenue, Altair 18/20, Ariel East, Ariel West, Brooklyn Point, Central Park Tower, One Manhattan Square (estimated to be completed in 2018), One Riverside Park (completed in 2015), One57 (completed in 2015), The Aldyn, The Ashley, The Avery, The Belnord, The Carlton House (completed in 2015), The Kent (estimated completion in 2018), The Lucida, The Orion, The Rushmore.
The firm rise to fame came when it sold the United Nations its 17-acre site on the East Side. The patriarch, William Zeckendorf, was also responsible for helping shape the city's landscape and at one time owned marquee properties such as the Chrysler Building and Hotel Astor.
Arthur Zeckendorf and his brother William Lie Zeckendorf, through Zeckendorf Development, LLC have developed over $4 billion worth of properties. The most recent is 520 Park Avenue that will have full floor apartments and will be the tallest building on the Upper East Side. Completed buildings include 15 Central Park West, 18 Gramercy Park, and 50 United Nations Plaza.
Arthur Zeckendorf is also co-chairman of Terra Holdings, the parent company of Brown Harris Stevens and Halstead Property. He helped develop and market the Columbia Condominium, The Park Belvedere Condominium, The Vanderbilt Condominium, Zeckendorf Towers (mainly sales and marketing), Central Park Place, World Wide Plaza, and The Gotham Condominium.
JDS Development undertakes all phases of real estate development, including performing the construction on its luxury projects, which encompass residential, hospitality, and mixed-use. The company has over nine million square feet in various stages in New York (including the outer boroughs) and South Florida, with the Walker Tower and Stella Tower, two former Verizon buildings, as notable properties, along with 626 First Avenue and 111 West 57th Street.
Walker Tower, Stella Tower, 111 West 57th Street, The Fitzroy, The Baltic, Brooklyn Dime Savings Bank/9 DeKalb, Cherry Street, Saltmeadow, 202 8th Street, 50 North 1st Street.
Broad Street Development focuses on developing New York City commercial real estate although it does own some residential buildings. A relative newcomer, the company, was launched with the acquisition of 61 Broadway.
Its holdings are in Manhattan, and its residents include 298 Mulberry (mixed-use built in 1986 and purchased in 2014), 215 Sullivan (luxury condo development), 184 Thompson (converted from mixed-use residential and retail to condos in 2006) Maison East (31 story residential building), 210 and 220 East 22nd Street (adjacent residential rental apartments consisting of 208 units). Broad Street is now gearing up to officially launch the beautiful and exciting 40 Bleecker Street in Noho.
A New York-based real estate development company, the firm's initial focus was the city's outer boroughs in the 1980s and 1990s. The initial company was led by Joseph Chetrit, with his three brothers, Meyer, Jacob, and Juda, heavily involved. In 2011, the real estate business was split between brothers Joseph and Meyer operating the Chetrit Group and Jacob and Juda running the Chetrit Organization.
The Chetrit Group owns major properties such as 500 7th Avenue and 512 7th Avenue, and Park West Village. Chetrit owns an interest in the famed Willis Tower (formerly the Sears Tower) in Chicago and ownership in Manhattan office buildings. Turning to residential properties, a significant undertaking was the purchase of Sony Building, 550 Madison Avenue, but the company sold it rather than converting it into a hotel and high-end condos.
The company does not appear to have a website, making information difficult to obtain. However, management is known to be astute operators, taking advantage of market conditions.
HFZ Capital Group is involved in several facets of the real estate business, including developing luxury residential condos in Manhattan. Its property under management and development totals 6 million square feet and about 2,500 units. HFZ is known for restoring historic buildings.
Its properties are mixed-use residential condos at 505 West 19th Street, One Madison Avenue, Halcyon at 305 East 51st Street, The Marquand, 11 Beach Street, 215 Chrystie Street, the Chatsworth, The Bryant, the Astor, the Metro, and 88 and 90 Lexington Avenue. HFZ is also renovating 301 West 53rd Street, formerly known as The Metro, which will have 250 luxury apartments on 25 floors.
Rentals are at The Belnord, The Tempo, The Gerard, and Herald Towers.
Ian Schrager Company was founded in 2005 after the namesake left Morgans Hotel, another company he started. While Ian Schrager has developed and managed hotels, the company also owns, develops and manages residential and mixed-use properties.
These include 40 Bond Street, 50 Gramercy Park North, with two luxury properties, 215 Chrystie (11 condo units) and 160 Leroy (57 apartments), under development.
Lev Leviev and Shaya Boymelgreen ended their partnership about a decade ago. Leviev gained control of 23 Wall Street and 88 Leonard Street, as well as the commercial portion of 15 Broad Street, Gowanus Village, and W Squared. Shaya Boymelgreen received control over Atlantic Court, 10 Chelsea, Beachfront Community, and the commercial interest in 84 Front Street and 85 Adams Street.
There have been some legal issues, with Shaya Boymelgreen entering into a 2016 agreement with New York Attorney General that requires his company to fix construction issues and building violations at the six buildings developed in the city.
These properties include condo buildings at 20 Pine Street, 85 Adams Street in Brooklyn, and 15 Broad Street. Other issues were predating this settlement.
Macklowe Properties, founded about 50 years ago, is a venerable New York City real estate company. As an integrated company, it has developed over 13 million square feet of commercial and residential real estate.
Its current projects are 432 Park Avenue (tallest residential building in the Western Hemisphere), One Wall Street, and 200 East 59th Street. In the past, it has developed ThreeTen East 53rd Street. Commercial development includes noteworthy properties such as the Apple Store and the General Motors Building.
Milstein Properties has developed or acquired more than 50,000 apartments over its 80-year history, seeking to provide luxury New York City living. Its holding is primarily in Manhattan, although it does own rental property in Bronx's Riverdale section. Its rental portfolio includes Liberty Luxe and Liberty Green, in Battery Park City, 30 Lincoln Plaza, Bristol Plaza, Claridge House, Courtney House, The Highgate, Liberty View, and Stone Hedge on the Palisades.
Vornado Realty Trust is a publicly-traded real estate investment trust (REIT), with its portfolio concentrated in New York City. Its city residential holdings encompass 2,008 units in 12 properties. Vornado is also constructing 220 Central Park South, a luxury condominium tower containing 400,000 salable square feet, expected to be delivered next year and 37-57 Lispenard Street.
Its rental units are The Lucida (151 East 85th Street), 677-679 Madison Avenue, 50/70 West 93rd Street, 478-486 Broadway, and Independence Plaza (40 Harrison Street). In Queens, it owns The Alexander at Rego Park (61-35 Junction Boulevard), a 312 unit luxury building above Rego Center.


text:
Q: Nan loss from Keras Sequential Model Training I have a Tensorflow Sequential Network which is returning a loss value of Nan consistently during training.
I am using pandas and keras.
An example of the data is :
Actual_GP1  Budgeted_GP_Value_Cleanup  Budgeted_GP_Value_New  \
0          2.0                        2.0                  95.00
1          2.0                        2.0               63684.55
3          2.0                        2.0               26022.57
4          2.0                        2.0              440759.17
6          2.0                        2.0                  95.00
7          2.0                        2.0             3519120.00
9          2.0                        2.0                   4.00
12         2.0                        2.0                   4.00
13         2.0                        2.0              355960.00
14         2.0                        2.0               62745.00

Costing_Date  Created_Time  Date_Time_16  Delivery_Date  Engineering_Date  \
0              4      1.579523           4.0            4.0                 4
1              4      1.575390           4.0            4.0                 4
3              4      1.575471           4.0            4.0                 4
4              4      1.575020           4.0            4.0                 4
6              4      1.579508           4.0            4.0                 4
7              4      1.578304           4.0            4.0                 4
9              4      1.574600           4.0            4.0                 4
12             4      1.570805           4.0            4.0                 4
13             4      1.573831           4.0            4.0                 4
14             4      1.576153           4.0            4.0                 4

Exchange_Rate     GP  ...  Last_Activity_Time  Modified_Time  \
0             2.0  100.0  ...            4.000000       1.579523
1             2.0   30.0  ...            1.579519       1.579519
3             2.0   44.0  ...            1.579516       1.579516
4             2.0   37.0  ...            1.579516       1.579516
6             2.0  100.0  ...            4.000000       1.579508
7             2.0   44.0  ...            1.579507       1.579507
9             2.0  100.0  ...            1.579506       1.579506
12            2.0   32.0  ...            1.579506       1.579506
13            2.0   44.0  ...            1.579506       1.579506
14            2.0   44.5  ...            1.579506       1.579506

Next_step_actioned_by   PO_Date   PO_Week  Production_End_Date  \
0                     4.0  1.580429  4.000000                    4
1                     4.0  1.579824  1.579478                    4
3                     4.0  1.575850  1.575850                    4
4                     4.0  1.575418  1.575245                    4
6                     4.0  1.580429  4.000000                    4
7                     4.0  1.583798  1.583798                    4
9                     4.0  1.579219  1.578874                    4
12                    4.0  1.580429  1.580083                    4
13                    4.0  1.585613  1.585526                    4
14                    4.0  1.580429  1.580083                    4

Production_Start_Date  Project_Value  Prototype_Date  \
0                       4          95.00               4
1                       4      212281.82               4
3                       4           3.00               4
4                       4           4.00               4
6                       4          95.00               4
7                       4     7998000.00               4
9                       4           4.00               4
12                      4           4.00               4
13                      4      809000.00               4
14                      4      141000.00               4

Revenue_Forecast_Probability_Weighting
0                                      1.0
1                                      2.0
3                                      3.0
4                                      4.0
6                                      1.0
7                                      5.0
9                                      4.0
12                                     4.0
13                                     7.0
14                                     8.0

I understand some of the dates in this sample are categorically labelled, but that is due to missing values.
The target value for this model is a probability of success, which is based on historical data, and i have left that out of this question. It's a value [0,100].
and the network configuration is :
dataset=tf.data.Dataset.from_tensor_slices((df.values, target.values))
train_dataset=dataset.shuffle(len(df)).batch(1)
print(df.shape)
def get_compiled_model():
    model = tf.keras.Sequential([
    tf.keras.layers.Dense(24, activation='relu', input_shape=(df.shape[-1],)),
    tf.keras.layers.Dense(16, activation='relu'),
    tf.keras.layers.Dense(8, activation='relu'),
    tf.keras.layers.Dense(1, activation='sigmoid')
    ])

    model.compile(optimizer='adam', loss='mse',metrics=['accuracy'])

    return model
model=get_compiled_model()
model.fit(train_dataset, epochs=20)
model.save("keras_saved_model.h5")

with an output of
(574, 24)
WARNING:tensorflow:From /usr/local/lib/python3.5/dist-packages/tensorflow_core/python/ops/resource_variable_ops.py:1630: calling BaseResourceVariable.__init__ (from tensorflow.python.ops.resource_variable_ops) with constraint is deprecated and will be removed in a future version.
Instructions for updating:
If using Keras pass *_constraint arguments to layers.
Train on 574 steps

Epoch 1/20
574/574 [==============================] - 2s 3ms/step - loss: nan - acc: 0.3275
Epoch 2/20
574/574 [==============================] - 1s 1ms/step - loss: nan - acc: 0.6655
Epoch 3/20
574/574 [==============================] - 1s 1ms/step - loss: nan - acc: 0.6655
Epoch 4/20
574/574 [==============================] - 1s 1ms/step - loss: nan - acc: 0.6655
Epoch 5/20
574/574 [==============================] - 1s 1ms/step - loss: nan - acc: 0.6655
Epoch 7/20
574/574 [==============================] - 1s 1ms/step - loss: nan - acc: 0.6655
and so on.

Could someone please point me in the right direction regarding this consistent accuracy and these null loss values.
EDIT:
The solution was to divide the target value by 100 so it would fit in the  range [0,1], since the final activation layer is a sigmoid function.
Thanks to Matias Valdenegro for pointing this out

A: Providing answer here for the community even if the answer is provided in the comment section.
Since the target value ranges from [0,100] the user has normalized the value by diving it by 100, and used the sigmoid activation function, which resolved the issue.
You can apply the normalize function for a feature using the below code.
To get min and max value of a numerical column:
def _z_score_params(column):
    mean = traindf[column].min()
    std = traindf[column].max()
    return {'min': min, 'max': max}

def zscore(col):

  min_value = _z_score_params(col)[min]
  max_value = _z_score_params(col)[max]
  return (col - min_value)/max_value

feature_name = 'column_name_to_normalize'
normalized_feature = tf.feature_column.numeric_column(
  feature_name,
  normalizer_fn=zscore)


text:
The Commotions – Legends of Newark Rock
I got to know Jerry Grant, B.J Lobermann, and Don Challenger gradually through the late seventies as they centered around my [then] favorite record store, I Like It Like That Records, on Main Street, Newark, Delaware. I remember the buzz in 1979 when their band was finally ready to play out. When I heard them I was blown away by their song choices. Their sound was instantly lovable, genuine, infectious, and danceable. Before then I hadn't known them as musicians. But from that point on I will always remember them as:
"Don't Call Me Up" (5.2MB)
"Jump Up" (4.8MB)
Don Challenger: "I think the key to the Commotions, for better and for worse, is that we were music fans first and musicians second. For the most part, the band was a bunch of disgruntled 30-year-olds who were sick of hearing Journey and Foreigner and Queen every time we turned on the radio. We sat around and bitched about the sorry state of white pop music for most of the '70s, but it didn't dawn on us to do anything about it until we heard Elvis Costello and the Clash and the Ramones, Prince, Talking Heads, even Tom Petty.
At some point we said, "Hey, we know those three chords. Let's get some beer and play." As Raji, Vince Vaughan's character, says in "Be Cool," "Don't hate, participate!"
The band "formed" – and that's making it sound much more organized than it really was – in the summer of 1979. Jerry Grant, Cecilia Friend and I had been rehearsing off and on with a Newark legend in his own right, guitarist and luthier Bob "The Boss" Ross. I was doing most of the singing, which was the kiss of death right there. And we were doing a weird spectrum of stuff – I recall Buddy Holly, New York Dolls and the Stranglers. Find the common denominator. Meanwhile, Jim Grant had been working on original songs with Steve Hedgpeth, who would later assume the nom de guerre Cliff Anger. They would go sit in one of those tiny piano rehearsal rooms at the University of Delaware, working out chord progressions and lyrics.
Nobody quite had the goods to start a serious band, but we'd gotten up off the couch, and some good ideas were starting to float around. At some point we embraced the obvious and put the pieces together: Cliff on vocals and guitar, Jerry and Jim Grant on keyboards and vocals, Don on lead guitar and vocals, Cecilia on bass, and a drummer to be named later.
At first we practiced in the front room of the house Jerry, B.J. Lobermann and I rented on Wilbur Street in Newark. We had a cheap box fan going in the summer heat, lots of trips to the fridge. Eventually we moved rehearsals to I Like It Like That, where we would set up at the back of the store after closing. We didn't have a drummer for a couple of months; we did hold one or two half-assed auditions, but at some point we decided to build a song list before we committed to someone on the pots and pans.
A few things were obvious pretty quickly. The first was that our equipment really sucked. Cliff's guitar had four or five strings on it. Jerry was using a Rheem combo organ that he'd had since high school at Salesianum – a budget model even back in the day, but by this time Rheem was making industrial plumbing products or something like that. I had the amp that I'd gotten for Christmas as a sophomore at Smyrna High School. I don't think anyone even owned a microphone. We eventually pieced some odds and ends together, but we remained resolutely low-tech in a rack-mounted, synth-pop era, and that was probably part of the band's appeal.
Second, we didn't play very well. I was a rhythm player struggling to play lead. Cliff initially played in a style that Brad Fish – the Young Rumblers' original drummer who also drummed with Cliff and me in a later group – once called "Mr. Cowboy guitar." Jerry was chording from memory on the keyboards, and Cecilia, who was then my often-girlfriend and is now my wife, was literally learning to play bass as the band evolved. The only real musician at that point was Jim, who in the early going spent a lot of time just telling everyone else where to put their fingers.
But the third thing was that we had a musical chemistry, and it was clear right out of the gate. It wasn't necessarily a good mix on paper. Jerry was, as all serious regional music fans know, an unreconstructed scholar of soul and R-and-B and co-host of the "Hip City, Part 2″ radio show on what is now WVUD. Cliff was a classic Beatles, Mersey-beat junkie, with voice and songs and looks to match; if he'd been a few years younger, he would have been the lead in "That Thing You Do." Jim was rooted in soul but loved the keyboard-based new wave of Elvis Costello and Joe Jackson. And I was kind of scattered across the map.
But in fact, all those impulses and influences had a magic center, at least for a while. We all instinctively seemed to understand the relationship between the best punk and new wave music and the conventions of classic pop, rock and soul. This was a band that could cover Prince, the Clash and the Young Rascals in the same set, or do a medley of the Ronettes' "Be My Baby" and Elvis Costello's "Oliver's Army," or add a little thrash to classics like "Tossin' and Turnin'" and "Great Balls of Fire." We were fans, not musicians. We had big ears, and we were pretty fearless.
We also found that we actually could perform classic rock and soul – as opposed to only making a punk gesture at it – because we had four singers. Cliff was clearly the Caruso del gruppo, but Jim, Jerry and I all took a few leads, and as a quartet we were capable of some really good harmonies. One of my fondest Commotions memories is not from a gig at all, but of singing four-part harmonies on Garnet Mimms' "A Quiet Place" in rehearsal. I wonder if that exists on tape somewhere.
When school started in 1979, we were ready to search for a drummer. We posted an ad on the bulletin board in I Like It Like That, and a guy named Mark Minutola bit on it very quickly. I was working at the counter when he came up. I immediately rejected him as far too good-looking to be a serious candidate, but cooler heads prevailed and we auditioned him.
Mark was a decade younger than the rest of us, and he was a fraternity guy, while the rest of us were more like the guys that fraternity guys beat up. But it was an odd fit that turned out to be a perfect fit. It felt good right away. Mark didn't bring in double bass drums and 16 tom-toms or want to do long drum solos with flaming sticks. That scored major points with us, since our idea of a great drummer was Charlie Watts. Mark was a sharp timekeeper, and he gave the band a major shot of energy from the first moment.
What he really wanted was to play, and if that required him to sign on with these old farts who could at least make it through a two-hour practice without getting stoned or starting a fistfight, he was good to go. He shared a lot of our musical tastes, and, like the rest of the band, he understood that any success the Commotions might have would depend on their capacity to rehearse, not on their ability to jam or solo.
Unlike the rest of the band, Mark was easygoing and didn't get involved in musical or personal squabbles. He was a cool breeze in the sometimes superheated air of rehearsals. Band girlfriends also mentioned prominently and repeatedly that Mark's youth and good looks would make the band a stronger draw for a college crowd. The band's aging power center sternly dismissed these arguments, of course, preferring to hire Mark solely on the basis of his musical abilities.
That made a band of six, but in fact it's crucial to add one more from the start. The Beatles had George Martin, the Stones had Andrew Loog Oldham and Ian Stewart, and the Commotions had B.J. Lobermann. It's only fair to call him the seventh Commotion, a designation that has no doubt haunted his career in the music industry ever since.
B.J. was, as Newarkers of a certain age will recall, the face of I Like It Like That Records for the first seven years of its existence, as well as Jerry Grant's on-the-air partner at "Hip City, Part 2." B.J. also often worked the soundboard for the Commotions and served as the band's resident critic and advisor. This is an ill-defined task, but in B.J.'s hands it was something of an art form. An arched eyebrow here, an ominous chuckle there might force a song off the set list and into the trash can, or vice versa. When a new tune was emerging, a wrinkled nose from B.J. could be ruinous, a toe tap an accolade.
By the fall of 1979 we had a songlist of 20 or 25 tunes, but we resisted jumping into the club scene too quickly. We were still pretty ragged, and we didn't have a name. Frontrunners at that point were Cliff and the Sheerdrops, the Venetian Deaf, and Bad in Bed. Thank God we didn't have to resort to any of them. One night that fall – it may have been Halloween – George Thorogood stopped by at a Wilbur Street party and dubbed the band the Commotions. To this day I don't know if he'd been saving it or just pulled it off the top of his head, but it seemed right. It perfectly captured the garage-band pleasures of the group. When we heard it, we did a kind of collective Marv Albert: "Yesssss!" By the end of '79, the Commotions were ready to rock.
The Commotions actually had quite a short run, less than two years, which is one reason it's so surprising when someone remembers us as anything more than a vague blur. We played our first paying gig at Mel's Place on Route 40 on Christmas Night, 1980, and our final show at the Cellar on Market Street in Wilmington on July 9, 1982. There was also a single reunion gig at the Deer Park late in 1983. We covered turf from Philadelphia's South Street, where we played regularly at J.C. Dobbs, to Baltimore, where we competed with hardcore punk and glam bands at the Marble Bar.
On that front we owe major props, and probably several hundred bucks for gas, to Rich Horsley, our tireless and ever-bemused roadie. Rich hauled our stuff around in an ancient, frightening, powder-blue panel truck. He once worked for a professional moving company, and he had reached a kind of Zen state of beatific enlightenment regarding the timely movement of band apparatus. His stock reply to any absurd request was, "I don't see why we couldn't cause that to happen."
I can remember riding down Route 40 toward Baltimore one night – we never took I-95 because the truck couldn't manage interstate cruising speed – and having an 8-inch gap in the floor literally open between my feet as Rich negotiated a curve. I looked up at him with terror in my eyes, and he grinned and said, "No problem. She's just … breathing." That truck is probably operating today as a taxi on the streets of Mogadishu.
But Newark and Wilmington were home – particularly the Deer Park, the Stone Balloon and the Glass Mug in Newark, and the Cellar and the Flight Deck in Wilmington. In our year and a half of existence, I'd guess that many more than half our shows were in those five rooms. On good nights they were claustrophobic, chaotic, oxygen-depleted – and that was just the bandstand.
We also opened for Thorogood and the Destroyers on several occasions, including a memorable July 4, 1981, concert at the State Theater in Newark and a November 1981 University of Delaware concert on their 50-50 tour – 50 states in 50 days. George and all the Destroyers were always gracious in their support of the Commotions – at a time when they were also at their commercial peak, opening for the Stones and breaking "Bad to the Bone" – and that kindness is one of my cherished memories. I'd like to figure some way that it was a tradeoff for those guys, but in fact it was just their generosity.
Closest to our hearts, though, was the Deer Park, where for a year or so in 1981 Commotions gigs were just a phenomenon. Every time we played, the place would be a maniacal, frenzied asylum of churning, screaming, sweating bodies.
It was inexplicable, some sort of enchanted zone where the crowd energy would be so intense that we could do no wrong. Management would sometimes lock the doors to keep people out. You couldn't get to the bar, you couldn't get to the bathroom, you couldn't hold a conversation. We'd finish a set and stagger out the doors at the back of the bandstand to towel down and fend off oxygen starvation. Those shows were closer to athletic events than musical performances.
We were never really able to take that kind of energy and focus on the road in a sustained way. We did some good shows here and there, but except for Mark, who was a University of Delaware student, we all worked. So it was very difficult to handle the kind of regular travel required to build a strong out-of-town following.
We also had some plain bad luck. We tried for months to work our way into the Philly-area Cabaret clubs, and in the spring of 1982 we finally got a weeknight job at the club in West Chester. We went in ready to slay some dragons, thinking it was going to be a breakthrough gig. But the night we played it just absolutely poured, the streets flooded, and there were about seven people in the place. When I tried to book a return engagement, the guy who booked bands for the club got cold feet, we ended up quarreling, and that was our first and last Cabaret booking.
That hurt us at a time when we really needed a new venue and an attitude check. A lot of friction had been surfacing at that point – tensions over musical direction, personality clashes – and a regular spot in the Philly rotation might have helped us cut through the psychic clutter and refocus. When we lost that chance, largely through my own temper and obstinacy, we were adrift. We broke up just a few weeks later.
On the other hand, the Commotions – except for Mark, maybe – were just not built for the long, strange trip of rock careerism anyway. I used to joke that the Commotions were like a meteor, except for the light and the heat. We didn't have the polish to play well on off nights. We didn't have a lot of the intermediate gears that bands with longevity need to survive. We had a chaotic democracy rather than a musical chain of command. We never developed the versatility to adapt to different audiences.
Those first Christmas-week gigs at Mel's Place in 1980, for instance, were four nights that felt like four years. Mel's was essentially a biker bar, and the patrons there regarded, say, Van Halen and AC/DC as light pop. We came in trying to sing Beatlesque harmonies, and the ladies and gentlemen of Mel's did not regard that as a satisfactory musical experience. Fortunately, we had enough loyal friends there diluting the irritation to prevent things from reaching critical mass, but it was occasionally ugly. At one point somebody threw a rock through the front window at the bandstand.
We also had to back up Johnny Neel on an extended jam – I believe it was "Bring It on Home to Me." It was just meant to be a good-time holiday thing, of course, and Johnny is so talented and stage-savvy that all we really had to do was get out of his way. But we couldn't even do that. It was our first gig. We were like the junior-high woodwind section on stage with James Brown. To anyone watching, it must have been absolutely hilarious. To us, it was petrifying. I'll always wonder if it was Johnny who threw that rock.
No one should think too seriously about What It All Meant. I regard it in the way that other people probably regard their memories of high school sports – a lot of fun, a lot of bonding, but one should eventually proceed along life's continuously fascinating highway without too much rearview-mirror action.
I do wish, though, that some of the band's original material had some kind of permanent status. At one point or another we probably had 20 or 25 original songs in play, and many of them – particularly Cliff's – were quite good. "Regina," "Silent Movie," "Kids in Clubs," "Don't Call Me Up," "Turn and Look the Other Way," "Jump Up and Dance," "The Girl's in Trouble" were really fine pop songs, and I think they'd stand the test of time. There were a few others as well, particularly Jim's "Devastated", which was the only song of ours to be released commercially.
"Devastated" was actually written during those Jim-and-Cliff collaborations before the Commotions existed. We had submitted it for a WSTW contest before we ever played in public, doing a rough two-track version with Neil Tillotson of Bad Sneakers on drums. When the song was chosen for the 1981 album "WSTW Album Project One," we got to re-record it – by this time Mark was in the band – at Kern Recording Studio in St. Georges.
Of course, every neighborhood band has a video and four CDs these days, but 25 years ago recording was a much more expensive proposition. There are a couple of live tapes and rehearsal tapes of Commotions originals floating around, but the quality tends to be pretty bad. Our friend James Hovanec did a great cassette collection many years ago titled "Three Chords, No Waiting," but it combined originals and covers. And I have a whole box of reel-to-reel studio tapes that have never been mixed down. That would be a lot of fun to do if we had the money for studio time and someone had the time and patience to piece it all together.
I'm really thinking of the songs themselves rather than the performances, though. Most of the good songs, at least in their raw, original form, were Cliff's, but the band often had a substantial hand in fleshing them out and arranging them, and I think we can all look back on them with some pride. I'd love to see them published and out there in the musical marketplace.
The Commotions were an odd mix. We crossed generations, we crossed musical genres, we wrote some very good songs, we sang well, and we never lost sight of the fact that our first job was to put feet on the dance floor. But all that worked only because we had an incredibly loyal and supportive group of Delaware friends and fans who would come out to see and hear us every time we made a racket. Whatever our problems and illusions, and they were legion, I don't think we ever got complacent about that.
On many, many nights our fans and friends simply carried us. We were reminded of how dependent we were on those people every time we left town and ended up in some roadhouse playing for three drunk guys with their faces on the bar and a transvestite who kept yelling for Jethro Tull. The Commotions without Commotions fans were just another struggling band.
But when they believed, we believed. I have a memory of standing onstage at the Deer Park and closing my eyes to hear and feel the crowd at the end of a great night. It was so loud and so close that it had a physical impact. It was like standing next to a hurtling train. I recall telling myself, "Remember this moment, take this in, because you will never experience anything like it again." And I was right. I never have."
Today Steve Hedgepeth is TV Editor of the Star Ledger (Newark, NJ).
Jerry Grant can still be heard every Saturday night (6-9PM) on WVUD 91.3FM (www.wvud.org) with his "Hip City (Part 2)" Soul Music Show. He was elected to Newark City Council in 1994 and served 3 terms (6 years) and earned a law degree in 1999, and now works for the Democrats in the Delaware House of Representatives.
B.J. Lobermann left the Newark area in the late eighties to pursue a music business career in NYC where he was hired by Virgin Records as consultant for independent music acts and worked his way up to Vice President. Today, after leaving Virgin Records, he is in sales and marketing at TC Music, LLC.
Mark Minutola is IT Security Manager for Planned Parenthood of Delaware.
Don Challenger is college editor at Hamilton College in Clinton, NY. He is co-author, with Cecilia Friend, of the college journalism text Contemporary Editing and has been working on both his first album and his first novel for 22 years.
Cecilia Friend is a professor of journalism at Utica College in Utica, NY. She is co-author of the forthcoming book Online Journalism Ethics, and, with Don Challenger, Contemporary Editing. She still enjoys wearing the occasional pair of funny glasses.
Special thanks to: Don Challenger (whose excellent writings to me about the band were all I needed to say exactly what I wanted to say), Jerry Grant, Steve Hedgepeth (aka Cliff Anger), Cecilia Friend, & Monika Bullette for their great contributions to this article.


Cubender Builder Review: Easy on The Eye But Is It Easy To Use?
Need an impressive website that is also easy to manage? Read our Cubender review before making a site builder choice.
Canadian website builder Cubender refers to itself as a "creative platform for building exceptional websites." If your results are anywhere near what Cubender's home page looks like, they aren't exaggerating when they call their sites exceptional.
Cubender offers a powerful building experience. Uing their clean, intuitive, and flexible editor, you can easily create beautiful websites even if you have don't have design experience or technical skills. Their full-featured builder includes everything you need to get up and running with a blog, website, or online store.
Cubender acknowledges that there are many other website builders out there from which you can choose, but they claim that their personalized customer service and technical support makes them stand out from the crowd.
Conclusion: Is Cubender Right for You?
In addition to supporting the latest web development technologies, such as HTML5, Cubender offers the following features so that you can build a site that meets the needs of your business and the demands of your customers.
Cubender allows you to create multiple websites using just one administrative account. All of your sites will be listed on your Dashboard for ease of access. Note that you do have to subscribe to a plan for each of the sites you own.
If you're creating multiple sites that are similar, you can easily create one site, duplicate it, and then implement the changes on a site-by-site basis.
All of Cubender's sites are responsive by default. However, unlike some site builders that automatically turn your site into its mobile-friendly counterpart without input from you, Cubender lets you determine how you want your site to look to mobile users. Within the site editor, you can rearrange sections of your site and control what appears where when the site shifts to a smaller layout.
You can customize how your site appears on tablets and smartphones.
For example, the site builder might decide to move your About Me section under the header, with the footer following the header. You can change this, forcing the header to come first, followed by the About Me section, and finally the footer. This is a standout feature; often a site's display for smartphone screens can really benefit from a few tweaks.
However, if you don't care to spend time managing how your site appears on a mobile device, Cubender's reflow engine will ensure that your site looks good no matter what.
While most of the templates (as well as the site builder itself) encourage you to build single-page sites where all of your content is located on one page and is accessible to visitors who scroll up and down, Cubender does support multi-page sites. While single-page sites are easier to build and maintain, multi-page sites are easier for search engines to index successfully and provide multiple landing points for your users.
Cubender isn't a full-scale CMS, but its blog builder function makes it easy for you to create a blogging space. Having a blog on your site allows you to post entries chronologically, which spur interactions between you and your customers via Facebook or Disqus comments.
Cubender offers basic version control features, which means that you can go back in time to a previous version of your site. This is helpful if you've made changes which you aren't happy with.
Having version control also means that you won't lose all of your work if your browser crashes while you're updating your site.
If you need to accept information submissions on your site (such as email newsletter sign up), you an easily create a form that captures the data you want, integrates into your site, and provides your visitors with a great form submission experience.
If you want to launch an ecommerce store in addition to your website, you can do so using Cubender's e-commerce features. You'll need to upgrade to the highest-tiered plan with Cubender before you can build yourself an online store.
The e-commerce features allow you to display your products, manage your inventory, and accept payments from your buyers with the Stripe integration.
Once you've created your site using Cubender, you can take advantage of the white labeling feature to provide access to a third-party for updates or maintenance while you maintain sole access to billing and sole ownership. To do this you simply create a user account then you can make this account a "subscriber" so that they can manage any number of websites under your control.
To get started with Cubender, you'll need to sign up for an account. You can do so using your Facebook account, or you can provide your email address and a password instead.
Once activated, you'll get a fourteen-day free trial to see if Cubender is a right fit for you.
You can begin building your site with a blank canvas, or you can choose a pre-designed theme. Cubender offers 18 different themes. All are modern, sleek, and professional-looking. Regardless of the industry you're in, you're sure to find one that reflects your brand.
An example of one of Cubender's themes.
Cubender walks you through the editor the first time you log in using a series of pop-up windows. You can exit the tour at any point.
At the top of the editor is the toolbar. By default, the design panel that contains all of the options you can use to edit your site is hidden. To display the design panel, click on the plus icon located in the top center of the toolbar. If desired, you can have both the toolbar and design panel displayed as pop-up windows instead of embedded onto the top of the site editor.
There are two subclasses of items you can add: elements and blocks.
Elements are individual features that you can add to your site. There are a variety of elements you can use, from social media integration to tables to images. Elements allow you finer control over the features you have on your site since you decide exactly what gets added and what doesn't.
More specifically, elements are things like images, audio, icons, YouTube videos, social media integrations, content boxes, and so on.
To add an element to your site, simply drag and drop it from the design panel onto the appropriate location on your website.
If you're uploading your content to your site, you'll need to use Elements. You'll add the element to your page, then double-click on the element to begin the file selection and upload process. You can think of elements as the container that encompasses everything you need for a given feature to work.
Blocks are sets of elements grouped together for a cohesive purpose. Some types of blocks include introductory headers, main page content, contact forms, social media widgets, and footers.
Cubender's pre-designed content blocks are a standout feature.
For example, you might want to add an About Me section onto your site. You can find a block for this purpose and add it to your site by clicking on the block itself in the toolbar. If the section occupied by the block isn't correct, move it up or down using the arrows that appear when you hover inside the section.
By using blocks, you'll have added multiple elements that come together to form a cohesive portion of your site, such as a header and a text area. Conveniently, many blocks also come with predefined style.
In our opinion, the blocks feature makes Cubender stand out from most of the other site builders available. The blocks feature a very powerful tool that speeds up the site building process that much more — when testing Cubender, we were able to create a complete site by adding just three blocks and editing the copy contained within the blocks. We did not have to worry about layout, design, or implementing the required back-end functionality.
When you create a new site, it will only have one page. You can easily add additional pages or sub-pages (which are nested under Pages themselves) using the Pages drop-down in the upper-left corner of the website builder. This is also the area where you can manage existing pages. The site builder asks you to provide basic information about the page you're creating, and whether you'd like it public or not. By default, Cubender adds all of the new pages you create to the overall site navigation.
You can add pre-built sections to a page. For example, your home page might have a section for a large photo banner, a section welcoming your visitor, and finally, a section with your business' contact information. This part of the editor lacks drag-and-drop features, so to move sections around, you use the up/down arrows that appear when you hover over a specific section.
At any time during the building process, you can preview that changes you've made to see how they will look to visitors navigating to your website. After saving any changes that you've made, you'll see your site preview appear in a new pop-up window.
While many other site builders treat the save and publish options as the same, Cubender doesn't do this. You can save your changes at any time, but until you publish your changes, your audience won't see the updates you've made to your page.
Cubender offers a free, 14-day trial to all new users. Once the trial period of over, you can upgrade to any of the four paid plans offered.
Note that all plans come with unlimited bandwidth, which means that there aren't limitations on the number of visitors that can visit your site each month.
The Venus plan is Cubender's entry-level plan. You get 500 MB of storage for your site, and visitors can access your site via your Cubender sub-domain (for example, mySite.cubender.com). Unlike many other site builders, there will be absolutely no tags, banners, or ads on your site indicating that you built it with Cubender.
The Earth plan allows you to use your custom domain, adds blogging features to your package, and gets you 1000 MB of storage for your site.
The Saturn plan gets you blogging and form creation features, ability to use your custom domain, and doubles your storage to 2000 MB.
The Jupiter plan, which is the highest-tiered plan offered by Cubender, gets you blogging and form creation features, an online store, and 5000 MB of storage.
None of the Cubender packages come with a custom domain. If you don't want to use the Cubender sub-domain as your URL, you'll need to purchase your domain, upgrade your Cubender subscription package, and connect your custom URL to your Cubender site. Cubender is not a domain registrar, so you'll have to purchase your domain name elsewhere. Furthermore, if you want to use your domain as your email address, you'll have to go to yet another vendor (if your domain registrar doesn't offer email-related services). While this process doesn't have to be overly complex, it is something to keep in mind, since these are steps you'll have to do on your own.
You can choose to pay for your subscription on a monthly basis or upfront for the whole year. If you choose the latter option, Cubender will knock 20% off your total fees. If you're using Cubender for multiple sites, you can get up to 20% off your subscription plans for your sites.
If you're unsatisfied with your current plan, you can upgrade or downgrade using the Dashboard at any time.
Unfortunately, Cubender doesn't offer any money-back guarantee or any refunds for service fees paid. You can, however, cancel your plan at any time without paying any surcharges, and you have 14 days to test out the site builder.
The only issue with Cubender's policies is if you're looking to test the blogging or e-commerce features you can only do so with an upgraded subscription plan. So you'll have to pay for at least one month of service to try these out features and see if they're a fit for you. If they're not, you can cancel your subscription with no hassle.
If you find yourself stuck and are in need of assistance, you can contact the Cubender tech support team using the contact form provided on their site. The contact page indicates that most customers receive a reply to their message within 24 hours. However, we noticed that they make no promises regarding when you'll receive a response to your question.
Cubender claims that what makes them stand out is their personalized customer service. However, we notice the dearth of options when it comes to contacting the Cubender team. Many other providers offer some combination of email, live chat, phone, and site-level support, but Cubender only provides you with one option: their site's contact form.
Cubender has profiles on the following social media platforms: Facebook, Google+, Pinterest, Twitter. Unfortunately, none of these have been updated recently, so we don't recommend reaching out to the company using social media.
Cubender doesn't publish any information about their uptime/downtime. If you require high availability (important if you're operating an online site since downtime can lead to lost profits), you might be better off with a website builder that offers an uptime guarantee and provides compensation if they don't meet the guarantee.
Cubender is an easy-to-use website builder that offers a variety of options and subscription plans.
Their website building, blogging, and ecommerce store features mean that you can create almost anything you'd want to, without the hassles of wading through a complex CMS.
You can be up and running in just minutes with Cubender due to its easy-to-use themes. If you choose to create a site from scratch, Cubender's powerful pre-designed content Blocks feature can help you scaffold one up quickly. This is probably one of the most powerful features included in the website builder.
All-in-all, Cubender is one of the most powerful site builders out there. You can get up and running in just minutes, and if you ever get stuck, Cubender's well-maintained help section has plenty of articles to guide you back on track. Prices are fairly reasonable but note that you will have to upgrade if you want blogging and e-commerce features. The package containing ecommerce features, in particular, can be cost-prohibitive if you're just starting out with a site. Regardless, Cubender offers solid features and a well-developed, modern interface that makes site building easy even if you're a novice.
You are here: Home > Website Builders: All The Top Builder Brands Ruthlessly Reviewed > Cubender Builder Review: Easy on The Eye But Is It Easy To Use?
Previous: Is Zenfolio the Perfect Website Builder for Photographers?
Next: 1&1 Sitebuilder Review: Perks and Customization, But How About Load Times?


With the Screen Draw Tools of Presentation Assistant, you can draw all kinds of lines, rectangles, circles, or add text marks or picture marks on the computer screen to emphasize or clarify the text or diagrams, so the interpretation or demonstration can be clearer.
Demonstrate how to work with a software application or point to any error by circling it.
Stress on important details in a complex picture, map or diagram.
Explain how to navigate through, develop or modify a web site.
Highlight important aspects in company presentations, demos and tutorials.
To Draw on screen, just click the Screen Draw button or with the system-wide hot keys Ctrl + 2, The screen will be frozen and a drawing toolbar will float on screen.
The screen draw tools include: Line, Arrow, Pen, Brush, Rectangle and Ellipse, And you can choose from different width pens to draw in your choice of color.
The following table describes each of the screen draw tools along with their description and use.
You can aloso click the Live button to draw on a "live" screen without freezing screen. For example you can write or draw on a video as it was playing.
Presentation Assistant emulates a computer whiteboard.Click Board button and shows as following.
As shown below, the hotkey are available when screen draw is enabled.
Draw on screen to communicate for meetings, presentations, and training.
Zoom in screen to make it more visible.
Use Spotlight or Curtain to attract the audience to focus on the special screen area.
Virtual Whiteboard lets your draw on screen making it an ideal tool during presentations.
Play background music conveniently during the presentation.
Grab your audience's attention and focus!