In this episode, Kristina speaks with Jeff Eaton, senior digital strategist at Lullabot and former Drupal programmer. Jeff shares his insight on conducting large-scale content inventories and his approach to working with stakeholders, each a crucial step in discovering one's content reality.
In 1983, Jeff Eaton used a Fisher-Price Printing Press to publish a neighborhood newspaper. Today, he helps large and small companies build and deploy their own publishing platforms. As a digital strategist with Lullabot Inc., he's worked with clients including Sony/BMG Music, Fast Company and Inc. Magazine, World Wrestling Entertainment, Verizon Wireless, MSNBC, and more. He's a frequent writer and speaker at web and open source conferences; the host of the Insert Content Here content strategy podcast; co-author of the first edition of O'Reilly Media's Using Drupal; and a shameless fan of well-curated ephemera collections. In a previous life, he worked as a freelance writer and a copy editor, jobs that he recalls fondly while building editorial tools for today's content teams. Follow him on twitter at @eaton.
Kristina: Hello again. Welcome to The Content Strategy Podcast. I'm your host, Kristina Halvorson. This podcast is brought to you by ContentStrategy.com and BrainTraffic, a content strategy consultancy. Find out more about Brain Traffic at BrainTraffic.com.
Hello and welcome back, and this week I am thrilled to have on the show with me Mr. Jeff Eaton. Jeff is the senior digital strategist with Lullabot and a longtime friend, colleague, and co-conspirator. Jeff, thanks for being on the show.
Jeff: It's a pleasure, Kristina. It's great to be here.
Kristina: Great. And where am I speaking to you from?
Jeff: I imagine that you are somewhere in the Twin Cities. No, I'm just kidding.
Kristina: Oh, but I know. My grammar is the worst.
Kristina: Damn it, let's start over.
Jeff: No, no. It's all good. It's all good. I'm from ... I live in the Chicago area. And so the company I work for, Lullabot, is completely distributed, so I have the wonderful pleasure of being able to work from a basement office that's filled with cats and all sorts of nerdy stuff.
Kristina: Lovely. Hey, tell me a little bit about your background and how you came to have the auspicious role of senior digital strategist at Lullabot.
Jeff: Whew. Boy ... So, I'll go back. I was born as a young child.
Jeff: So really, when I was in high school, what I really decided I wanted to go into was journalism. You know, I wanted to write, I wanted to maybe someday run a magazine or something like that. As it turned out, I slowly but surely ended up doing more and more freelance writing over time. But probably real, like real, real early in the early days of the web, I ended up getting my first job at a small local marketing agency. And I was doing mostly freelance writing and desktop publishing for those who remember those days. And ... But I ended up becoming the web guy, because I sat next to our web server when we first started making quote "home pages" for clients.
Jeff: Yeah. You know, the new value-add of being able to put up a home page on the Information Superhighway for your business. And that was just something that I ... You know, I got more and more interested in that way, way back in the days of like images being a really big deal. And as I got more interested in that and started digging more into software development and, you know, programming, that ended up being where I ended up really digging in specializing professionally for probably about, I don't know, the first ... Probably the first decade or so of my career after that.
But then because of some other projects that I was working on, I ended up getting involved in an open source content management project which at the time was this little thing Drupal that no one had ever heard about, but seemed like it fit what I was working with. I've now been doing like Drupal or Drupal-adjacent work for probably, I don't know, 13 maybe 14 years. That's sobering. But along the way, I sort of made the transition back from working in just pure software development and web development that I had been for about a decade back into the world of content and publishing. And it really felt like coming home in a lot of ways.
So I was part of the Drupal core development team, you know, contributing work as an actual developer and programmer. But as I started working on larger and larger projects, I think when I first started working with Lullabot, a couple of our projects were like MTV.UK and, you know, Fast Company Magazine. As Drupal was starting to be used for more and more large-scale publishing projects we ended up getting involved in a lot of those things. And for me, you know, again, it really felt like coming home. Where all of the issues and concerns that our clients were really driven by, they were less about software and more about the business and the work of publishing and creating and managing content. And that felt like a really, really natural fit.
Jeff: Well, you know, it's funny. Some people do that. We find that a lot of large-scale web projects that we encounter are driven by like cyclical business needs for, you know, new features or a sense that people are just getting frustrated with the platform and we need to get a new web platform or something like that. And what we found was that the earlier we're able to get into that conversation the more productive it is. Because if it goes for, you know, six months of them spec'ing out different CMSs or something like that before they really start thinking about the content and what's underneath their technical solutions, a lot of important decisions have already been made. And they may not be optimal.
You know, it can be everything from those very specific tactical things to really sort of deep conceptual issues with how their, you know, business domain maps to their content model. But the earlier we're able to get into those things we've found that the more productive the conversations can be and the better the actual implementation project is. So as I started getting interested into digging into that stuff ... In large part because the work that you and other people in content strategy world were doing at the time, sort of giving a name to this set of issues and concerns ... We found that, you know, not only was it something that I was really passionate about, but it ended up really, really benefiting our development projects. Because we were able to understand things a lot better before we start building. Rather than just sort of discovering all of those things along the way.
Jeff: Never seen that before.
Kristina: Yeah, no, ever. It is ... You know, I used to worry ... I actually, as a side note, I used to really worry that like, "Okay, it's 2018. It's going to be 2019, 2020. Everybody's going to have this figured out. And what are we going to do at Brain Traffic?" And I'm realizing more and more that that's just not the case. We're going to be busy for the rest of eternity.
So ... But tell me when you are able to enter into the conversation early, how do you go about getting your arms around current state of the content and the content ecosystem, the people using it and so on?
Kristina: I didn't even plan that question. It just came up.
Jeff: No, no. So I think you have to come at it from multiple directions. I mean, I think ... Once again, I think you were one of the folks that used the, you know, "blind men feeling an elephant and trying to describe what it is" as an analogy for, you know, content strategy as a domain. You know, "Hey, it's a rope." "Nope, that's his tail." You know, "it's a tree trunk." "No, that's his leg." And I think that scenario is very applicable to the early process of figuring out what the reality on the ground of an organization's content is currently.
You know, we're ... My colleague Greg Dunlap, who's Lullabot's other senior digital strategist, we're both working right now on a fairly large-scale project of reworking I think 80 different websites for state government. And it's ... That's a lot of stuff. And, you know, both from just a purely technical standpoint and from a governance standpoint, there's a lot of questions that are out there. And getting a really clear accurate picture of what they have right now is important.
Jeff: Exactly. And knowing the questions that we want to get answered early helps a lot. Because it can be daunting just to look at, you know, the output of a giant automated inventory and say, "What do I know based on this?" And, you know, I have ... Well, we have a lot of content. That's what I know right now.
Jeff: But yeah. Like ... Things like, you know, things that we learned to look for were like, what's the percentage of pages that have lots of what we would call "exotic markup"? Like iframes, YouTube embeds, you know, like the crazy stuff that's often problematic or like handwritten tables. You know, that was one of the things that we were able to look for. And figuring out the mix of things that were fairly straightforward content-wise from a technical markup perspective versus the stuff that was going to need to be very carefully analyzed.
Then we started coming up with, you know, what the qualitative measures were for the actual content on the pages. Because we're not the subject matter experts in those particular areas that each of these government agencies deals with. What we did was we put together sort of checklists of questions to answer for actual subject matter, you know, and domain experts inside of the agencies. So you're like, "Okay, here's a sheet with all of the pieces of content that are on your site. Is it readable?" And, you know, we were able to integrate things like reading level assessments into the initial audit.
So we could like, you know, just flag for them immediately. Like, "Hey, you're writing for 17th ... You know, grade 17 reading level on this page. Maybe consider that." So what we found is anything that we can automate is good when it's specifically like, you know, qualitative or it answers a specific question you want. Like, how hard is the markup going to be to work with? Or, what's the reading level? And then identifying questions that are going to need human intervention. And then basically finding somebody who can answer those questions. Give them all the stuff that we have been able to figure out on an automated basis. And sort of say, "Here's what we know. And here's a question we need you to be able to answer because you're the expert." That's an approach that we've been using that looks, knock on wood, like it's been successful so far.
But then there's also like the high-concept questions that you can't necessarily start just with an inventory to answer. Things like, what are the messages that you want to communicate as an organization? What does it mean to say things your way? And I think, you know, that's like branding messaging identity kinds of questions. Things like, is it important for you to tell people about meaningful and important dates and deadlines? Is that something that's conceptually critical for what your organization does?
For example, the Department of Revenue. Turns out there are very important dates and times and stuff like that, that on another site, you know, to say, "Oh, we'll write a blog post or a news update about that" could be fine, but needing to track that as like a first-class type of content—a deadline or a date—that's something that emerged out of our work with this government agency that for them, that was meaningful. Like, so there's the high-concept "what kind of stuff do you need to communicate?" What is, you know, the sort of meat of how your organization works and how if communicates with the public? That feels sort of like ... the stuff you get up in front of a white board and you talk through with people and you slap Post-its up and you draw lines between them. I love that part of it.
But that sort of feels like, you know, the start in the clouds and you work your way down. And then the inventory process feels the opposite. You're starting sort of like down in the dirt with all the messy, you know, actual content and you're working your way up and finding structure out of that and finding what the patterns are. And approaching both of those things at the same time and treating those as like two sides of the same coin has helped us a lot. Because it's easy to be blinded to the reality on the ground if you start with the, you know, pure white board-y kind of stuff and just continue in that vein for too long. But it's also really easy to miss those big picture things of what you want to end up ... You know, what your end goal is, not just what the current inventory looks like if all you do is the inventory and audit work.
Jeff: Actually, it's a Midwest thing.
Kristina: … having a centralized property is not going to be able ... Won't allow them to operate rogue enough. But tell me about your approach to working with stakeholders in terms of, you know, engaging in early conversation, gathering information, reassuring them along the way. Just talk to me about that a little bit.
Jeff: Oh boy. I think it's you and Karen McGrane and a couple other people that use the phrase that all consulting is ultimately therapy I think really applies a lot to content strategy. Because so much of what makes or breaks large-scale content projects is the human side of things. You know, technology can either help or put barriers up in front of the work that's being done. But like, at the end of the day, if you've got a department that is dead set against what's being done and they're responsible for producing the content, well, you're up a creek. And, you know, no new CMS rollout is going to fundamentally change that fact.
Kristina: Of course you do.
Jeff: Because I'm a huge nerd.
Jeff: And this may come as a shock, but I was even more insufferable than I am now in my 20s. And I really loved the book Purity of Heart is to Will One Thing by Kierkegaard. And it really struck me that this, you know, we all talk about principles and goals and, you know, this is the most important thing that we're reaching for. But where you actually know what that most important thing that you're reaching for is, is the choices that you make. And, you know, the things that you actually do. What they really end up prioritizing.
It's less forcing them to accept compromises than making them think through the pros and cons of it. Like, what am I willing to give up in order for this to be true when the project is complete? And, you know, I think there's a degree of trust that you have to have in order to have a conversation like that. You know, they have to understand that you're not just trying to push back on, you know, doing hard work or something like that. They need to at least have the confidence that you're trying to work towards a solution to the problems that they have.
But that I think has helped frame certain conversations, when they understand that given other constraints like budget or time and, you know, organizational resources, often times the big high-concept goals mean other things have to be sacrificed. And, you know, how much willingness is there to do that needs to be a conversation that happens up front rather than sort of in the eleventh hour when it becomes clear that, well, hey, people can't actually do this in a timely manner with the system that's been set up.
So what are you going to do when you need to push products out to the website in a day? That can't happen and, you know, having worked through those things beforehand so that they understand what the compromises are ... And as someone who's working with them, I understand the "why" behind how they're making those decisions means I can sort of put myself in their shoes when I'm thinking through the pros and cons of different approaches, too. Because that sort of line of questioning helps me understand the reasoning behind the things that they're saying they prioritize. Understanding sort of where the boundaries are between that's just too much to give up in favor of X and Y.
Kristina: That's so fascinating to me because I think that most vendors in particular are going to go in exactly the opposite direction, which is promise the moon. And then, you know, at the end of it sort of run away with their head in their hands going, "Sorry, I can't get it all done." Or, you know, pointing fingers and blame it on the client or throw their own developers under the bus or whatever. So that's really, really interesting.
Jeff: And, you know, obviously, this is the ideals, you know? I think everybody working in any organization is still dealing with, you know, constraints of projects and contracts and stuff like that. But like, that's really what I try to move. Try to, you know, keep front and center. And sometimes there are clients who are like, "That's a conversation that has to be ongoing through the entire project." Because they just don't want to let go of the idea that this big re-platforming or this big redesign or this big re-architecture of how we ... you know, how and why we publish content, they want it to solve all of their problems.
And I'm sympathetic to that, because often it's a big spend. It's a big push internally inside an organization. There's political capital that they're using to make it happen. And they want their problems to be solved. But figuring out what those priorities are isn't as ... You know, making it clear that that's less about accepting less and more about ensuring that you actually get as much as possible on the other side of the project rather than getting 80% of everything, but a hundred percent of nothing.
Kristina: Right. You know, I often times will use … Rahel Bailie put together a content maturity model a long time ago, like 12, 15 years ago that sort of on a very simplistic level steps through, you know, rudimentary content practices. Tactical content practices all the way up to strategic content practices. And I often times will bring that up for clients and will say, "Look, you want me to get you from phase two to phase five with this one website redesign, or with this one governance project." And it's a ladder, right? You have to go one rung at a time. You can't just ... Big re-platforming is not going to make you into this strategic mature content company that you've always dreamed of being.
Jeff: It's like the idea of that buying a car is, you know, the journey to adulthood.
Kristina: Yeah. That is exactly ... I thought ... My 13-year-old is like, "Okay, how much money can I have to buy a car?" You know, as though like that budget, getting his head around that budget is next step to adulthood.
Kristina: And full independence, that's right.
Jeff: It's like, well, it's a process.
Kristina: Yeah, exactly. A. B, get a job.
Jeff: But I do think that like understanding the context of where they ultimately want to be is critical, because, you know, the decisions we make in that phase three, phase four can be shaped by knowing where they want to be in that phase five. But it's still a process.
Jeff: Oh, that means we're growing up.
Kristina: ... Is product content strategy a thing?And, you know, is it content engineering? Or is it ... I mean, it is just like ... The conversations that we were having 10, 12 years ago are resurfacing in a new way. And I've been especially thinking about it recently because I've sort of settled into the idea ... and this is kind of what we've been talking about ... that Brain Traffic as an agency specializes in content strategy for websites and that's a real thing and a real need and not an antiquated need that's going to get run over by AI or content engineering. Can you talk to me a little bit about what you're seeing within the content strategy community and what's exciting to you? And ... Or if you can't, that's okay, too.
Jeff: No. I ... That's a big question.
Kristina: It is a big question. But I always have appreciated your take on kind of how you're able to listen to and appreciate, you know, different perspectives and people ... I mean, you're a journalist turned software programmer turned digital strategist. Come on, you know? I mean, that you have to integrate all of these different points of view into the work that you're doing. So just tell me where you think we are in terms of, you know, community and how we're evolving.
Jeff: You know, going back a little bit in time, I think that as content strategy really rose to prominence in the web community in particular, there was a realization that like the cycle of fire hosing stuff onto the web and then wailing and gnashing of teeth when it came time to do a redesign was ultimately not going to be cool to continue indefinitely. And then I think mobile ... The rise of the mobile web and the launch of the iPhone I think are just ... That's such an important, you know, point in time. It's an inflection point in the content strategy community being at the right place and right time of having answers to some fundamental questions that the entire like digital publishing industry was suddenly obsessed with.
Jeff: Oh, yeah. I mean, like, the amount of deep knowledge on really, really complicated edge case problems that that community has is amazing. However, historically like a lot of that didn't make its way out into the broader web publishing world. And we're getting some cross-pollination today as there's greater interest in, you know, sharing perspective and in understanding of like the overlapping interest. But I think there was really this period of time where the web was sort of its own Wild West, and the web world kind of reinvented a lot of the same kinds of expertise. And I think you were there during that period of time as like the web was waking up to the fact that this was something that needed to be figured out.
And I think we've got ... We're now at an interesting place where, you know, the ... We've had years of people talking about omni-channel and multi-channel. And years of actual work on developing solutions to some of these problems. Still a long ways to go, but I think that what it means is that there's things like content marketing and digital governance and the overlap between, you know, print and institutional content assets that have nothing to do with digital versus the web. There's a realization of just how big it can be inside of a lot of organizations. And I think that the classic definition of content strategy, which is, you know, the who, what, when, where, why of your content, who you're producing it for, who's making it, why it's out there, you know, what the process is, that is big enough to cover the whole gamut.
But in a lot of organizations, the web is still the driver of the pain around content strategy. Because print for the vast majority of organizations moves a lot slower. There's a long-term historical understanding of things like this physical document that I have in my hand may be outdated and I should check with somebody or something like that. Those aren't unfamiliar concepts. So I think there's a greater willingness to engage with the weaknesses of non-web, non-digital content strategy just as the way the world works.
And I think that's what the web's role in content strategy is probably going to look like for a long time. Just because of how rapidly that world evolves. How quickly the technology changes. How quickly trends and usage patterns can shift and change. It's going to be the place that we just have to stay on our toes the most with. And I think that's ... I don't think acknowledging that means saying that it is the primary or the most important, but it's like the craziest in a lot of ways.
Kristina: Right. It's the ... It can be the messiest for sure.
Jeff: Yeah. But I mean, you know, there's people out there that are like writing chatbots and figuring out how to break content down into like, you know, phoneum level structures and stuff like that, so that AIs can make sense of it. And I would probably say that's even more complicated technically and structurally, but it's also not to the point that the web is and has been for a long time in terms of the dominance of how people will interact with an organization. That's sort of like, you know, people who were sweating bullets about putting up an organizational website in 1995 or '96, you know? It's like they were definitely ahead of the curve. I feel like that's where a lot of that stuff is right now.
Kristina: Tell me ... So speaking of being ahead of the curve ... Tell me what is getting you out of bed in the morning right now when it comes to the work that you're doing, the work you see other people doing.
Kristina: What are you psyched about?
Jeff: Yes, Lisa Maria Martin. Her work on like auditing and inventory and like the early assessment process of working with an organization and how you can pull insights and start bringing like structure and, you know, meaning to the big tangly mess of content, it's been really fantastic. I think I saw her talk at Confab earlier this year and it was just ... Muah. Fantastic.
Kristina: She is going to be an upcoming guest on the podcast, so you'll have to listen to that episode.
Jeff: Well, I'm looking forward to it. And I think Carrie Hane's and Mike Atherton's book on like domain design content ... I mean, domain design concepts for digital content publishing is also fantastic. You know, I've been following their work on domain modeling and content modeling for quite a while. And seeing their book come out was just absolutely fantastic. I know, like I think for probably since about the time that the Earth's crust was hardening, you know, I've been talking about working on a book myself on content modeling.
Kristina: I love it when other people write the book.
Jeff: Yes. And they're like ... So if you're dealing especially with large organizational content and trying to figure out those tangles of like how the business and its processes intersect with the materials that are being produced, I mean, their book is top notch.
Jeff: But I think the issue ... This isn't necessarily any particular person's work right now, although a number of different people are talking about it, I think probably one of the biggest issues that I'm grappling with now on I think almost every project over the past, you know, two years or so is how to deal with like clusters of websites that are owned by an organization. You know, different departments, different agencies, different schools inside of a university, stuff like that. Where because of the organization's budgetary and infrastructure needs, they need to standardize this stuff, you know? They need to get everybody on the same page.
And that's both a, you know, a budgetary and an IT and a content governance driver. Everybody wants to have a system that people are on. But there are also really legitimate differing needs from, you know, inside of each one of those little small pieces of the cluster. Could be one of the departments actually hosts lots of events and they basically need a conference organizing website while somebody else basically needs a blog. And somebody else needs, let's say, just a deep staff bio but without any other information.
The idea that there needs to be both a system of content that works well with those divergent needs, a system of governance that allows some freedom but not, you know, complete chaos, and there also needs to be a design system that keeps all of them onboard and at least recognizably a part of the same organization with navigational like modes and practices that people can recognize as they move from one site to another.
Those are ... It's a really big interlocking tangle of stuff that more and more organizations need. And I think because Lullabot does a lot of large-scale re-platforming work, we often find organizations think that changing CMSs will solve that for them. And it's not. That is not a development problem. That is not a product problem. It's not a platform problem.
That's just a big governance ... And it's a philosophy question that you have to tackle as an organization. And there isn't an easy way around it. And it can be very difficult because from a development perspective, it's very easy to build things that what each one of those groups crank out a website. Where they let a single central organization pop out identical websites.
And from a design perspective, it's easier to make design systems and pattern libraries that all work for a website. But then when you have different branding and different sub-brands and stuff like that, it gets incredibly complicated. And then from a content perspective, things like, what is the content model look like? How do we avoid all of these disparate needs just turning into throwing up your hands and saying, "Okay, whatever. Make pages. Just make yourself all the pages you need and just put them in a tree and we'll try to make a menu out of it." You know, how do you avoid it just sliding back into that?
And I think that is important. I think Dan Brown just mentioned that problem in passing in his talk at the IA Summit on IA lenses this year. And like there was a light bulb that went off in my head. I was like, "A-ha! That is the problem that we're seeing, too." And I think more and more people are seeing it and I don't think there are any shared best practices around that yet. Just answers that we're finding for individual clients and individual projects that work well. And I think that over the next probably year or two that's going to become more and more of a pressing issue as organizations that have invested in building out larger platforms start having like the, "Okay, well, let's redo this." Or let's revisit this conversation. And I think these questions are going to be coming up more and more.
Kristina: It was, and you know, it would help simplify it if you would write a book.
Kristina: I'm just saying. Jeff, we're out of time, but thank you so much for spending time with me today. Where can people find out more about you?
Jeff: Oh boy. Probably one of the easiest places is to follow me on Twitter. I'm @eaton, E-A-T-O-N. Where I will rant about intersexual feminism, content strategy, and tabletop gaming.
Jeff: And cats, yes. Pictures of my cats. Also critical. I have a website at AngryLittleTree.com. And you can also find more official stuff like my writing and, you know, some of the work I do at Lullabot.com.
Kristina: Excellent. Thank you so much for your time. Look forward to talking to you again soon.
Kristina: You've been listening to The Content Strategy Podcast. I'm your host, Kristina Halvorson. This podcast is brought to you by ContentStrategy.com and BrainTraffic, a content strategy consultancy. Find out more about Brain Traffic at, of course, BrainTraffic.com. Thanks and we'll see you next time.


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Russian Media Watchdog Blocks Six Crypto Websites
Freeman To Attend EiG
eToro Raises $100 Million in Bid to Fund Blockchain Ventures
eToro, the global social trading and investment platform, announced on Wednesday that it succeeded in raising $100 million in a recent venture round.
The funds raised will be used for various blockchain ventures, further development of the company's social trading platform, as well as an expansion to new markets.
The total amount of funds raised by the social trading provider in eight funding rounds is $162 million. According to a report by the Israeli business daily Globes, the company, which recently saw tremendous growth after adding cryptocurrencies to its trading platform, is now valued at $800 million.
With some help from Asian partners
The funding round was led by China Minsheng Financial and was participated in by SBI Group, Korea Investment Partners, World Wide Invest and other investors. Rothschild also assisted the move and acted as the exclusive financial adviser.
It is no wonder that SBI group, which is involved in prominent blockchain projects like Ripple and R3, is one of the investors.
"SBI is a great example of a solid and traditional financial group that understands how important it is to be involved in this new world and how big the revolution is going to be," eToro's CEO and co-founder Yoni Assia noted.
An Asian expansion is something that eToro has been contemplating for a while now. According to Assia, he is considering using the newly acquired funds for some major acquisitions in the area. "South Korea and Japan are extremely interesting. We're in a process of examining some exchanges there."
All in on crypto
eToro, founded in 2007, employs 500 workers around the world and offers a multi-asset trading platform, with offerings such as stocks, forex, and CFDs. Last year, the company added cryptocurrency offerings to its platform and since then reported significant growth in both the number of its accounts and trading volume.
Assia declined intentions to launch an ICO. "It's very complex to set up an ICO for such a company." However, he revealed that the company is mulling an IPO.
eToro Rolls Out Proprietary Cryptocurrency Wallet
eToro Ramps Up Crypto Listings, Adds Zcash Privacy Coin

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To simply point out that this was quite a year of changes here at MicroStrategy would be an understatement, and to claim they were all easy to undergo would be misleading. But if there was one consistent message that we were conveying through it all, it was that we were not going to take our user base for granted and will do everything we can to make their continued patronage a frictionless experience.
To simply point out that this was quite a year of changes here at MicroStrategy would be an understatement, and to claim they were all easy to undergo would be misleading. But if there was one consistent message that we were conveying through it all, it was that we were not going to take our user base for granted and will do everything we can to make their ongoing MicroStrategy experience frictionless.
Like all things that expand steadily over time, we were getting feedback from customers that our offerings list was beginning to get confusing. As there is no excuse for making it hard for people who want to become or stay our customers to do so, we changed it. In the video above our President Paul Zolfaghari highlights the key changes and simplifications, as well as why it also benefits existing customers. More on these changes can be read here.
Late this year we launched the new MicroStrategy community. What this meant for users is that they would be able to seek support, network with fellow users, and gain recognition for their expertise in a world-class forum that is deliciously modern in comparison to our legacy system. If you have yet to take an active role in our new community, 2015 would be a excellent year to change that and see why over 60,000 users already have since it launched.
We recognize that mobile is the platform that will shoulder the key workloads for businesses of the future. Because of this, enterprise apps were the big winners for updates to 9.4.1 this year. Our biggest announcement was also our most recent: we became the first business intelligence platform to embrace Apple's Touch ID to offer a seamless and secure experience on our mobile platform. We also improved performance, navigation, and global unity on our website so that regardless of your device or location, users are able to get the content they needed easily.
As you can see, we made some substantial changes in 2014. But in reality, every year is The Year of the Customer, and there's some exciting stuff coming up in the new year. While I am not currently at liberty to reveal what 2015 will have in store for our users just yet, I can tell you that those in attendance at MicroStrategy World in Las Vegas just a few weeks from now will be the first to know!
Jatin Maniar leads product marketing for MicroStrategy's mobile identity and analytics platform, Usher. As senior director, Jatin is responsible for product positioning, content strategy and sales development. He has 17 years of experience in enterprise security, cybercrime, data analytics and IOT application software products, with a focus on marketing, product management and business development. Prior to MicroStrategy, Jatin led global business development, channels and strategic alliances at Return Path for email security and fraud protection products. Before that, Jatin managed mergers and acquisitions at Symantec, did product management at VeriSign, and co-founded IOT application software company, SenseIQ. He received his Masters in Computer Engineering from Brigham Young University. He enjoys helping startups, spending time with his family, and traveling.


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Q: Define a dashboard panel with child resize logic I am trying to write a XAML UI in WPF where the main window container (a panel) would host children.
The tricky part is I want the children to resize when the window resizes (e.g. when it's being maximized on a screen) and I want them to occupy the maximum of the available space without stretching.
But at the same time I would like them to be allowed to wrap like a wrap panel when possible.
I have designed a quick mockup for easier understanding.
Image mockup on Imgur (25.2KB)
The top one shows a panel hosting 3 elements which all share the same width and the same height. Two are on the first line, the third one takes advantage of the 2nd line to display.
If all were displayed on the first line, they would be of a smaller width.
The bottom one shows a panel hosting 8 elements which all share the same width and the same height (smaller than in the first mockup so they can fit in one screen). The first two lines have 3 elements each while the last line has only 2.
My initial idea was to use a Stackpanel but they strech your child elements and, as far as I know, they don't allow dynamic sizing of their children depending on the number of elements.
Then I had a look at the wrappanel which does the wrapping very nicely but requires you to set the children size in order to do its magic (I might have missed something but I couldn't find a way around it).
Do you have any idea how I could implement this behaviour while keeping my pannel flexible?
The application which is going to use it will have a different number of children to put in the panel depending on the user's settings.
Ah, I forgot to mention that there should obviously be no vertical scrolling, everything should fit on one screen like a dashboard. That's the point of this panel, make sure that everything fits but displays as big as possible, with no distortion.
If you have any question, just ask.
Thank you for your help.

redpajama_set_name: RedPajamaStackExchange


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SoCal Garden Apartment Heritage
By jwilliams Sep 16, 2005, 9:50am PDT
The Times architecture critic Chritopher Hawthorne takes us on a nostalgic and long history of the garden/bungalow apartment and their place in SoCal history. We learn that they owe a lot to the traditions of Spain and were popular after World War I. But times change, and the lovely little apartment communities of the middle class were replaced with tract homes out in the far reaching suburbs of the sprawling LA we know today. New Urbanists, longing to rekindle the community-vibe that is now long gone, are attempting to revive the style slowly.
The Pasadena firm Moule & Polyzoides, for example, has been working hard to bring back the courtyard apartment as a viable architectural type, and has produced impeccably designed examples in West Hollywood, where the 7 Fountains building opened in 2002, and in South Pasadena, where a new bungalow court project by the firm has just opened. One reason they may come back strong is that the demand for new court apartments are commanding an arm and a leg in rent. Where there's money to be made, developers are sure to follow.
· Courts with a new spark [LA Times]


Q. I was watching an old video of you playing on TV. I am curious about how your shoes or boots affect your shooting? Can you adjust your stance from heels to shoes quickly and easily?
A. I used to wear heels more often than I do now. Fashion has always been a part of me - and my approach to my game. But unfortunately, as time goes on, my back requires me to wear lower heels. If I know I'm going to be on my feet for an extended period of time, I tend to choose shoes with only one- or two-inch heels. But when I switch my footwear from one day to the next, I don't feel that I make any real conscious adjustment to accommodate the height of my heels. At this point in my career, I'm able to adapt my game to the given situation without too much though. But one thing I do know, my back wears out much more quickly when I'm in higher heels, so if I'm playing more than one match, it's important to plan accordingly. Bill, I would suggest you stay away from heels in general though. People might pay more attention to your footwear than your game - and we wouldn't want that!


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20% OFF – ONE DAY SALE!
Posted on June 13, 2017 by Cassini
20% OFF all maps – One day only!
Use coupon code C-14JUNE. simply enter the code when prompted during checkout.
Visit www.cassinimaps.co.uk
(Valid until 14th June 2017. P&P applies as normal.)
Posted in downloads, framed maps, Genealogy, gifts, Historical maps, History, Local History, News, Sale, Uncategorized	| Tagged Maps, News, Sale	| Leave a reply
When is a railway not a railway?
Posted on July 12, 2016 by Cassini
The Surrey Iron Railway, Wandsworth, London: Ordnance Survey Old Series 1805
The Surrey Iron Railway (SIR) was first public railway independent of a canal to be built by Act of Parliament (1801).
Although private railways were already in operation around Britain these were used exclusively by the owners of mines and quarries for moving their own goods. The SIR was different, it levied Tolls allowing independent goods hauliers to use their own wagons (with wheels at a suitable distance apart) pulled by horses.
Opened in 1803 it ran for approximately nine miles along the side of the River Wandle from Wandsworth Wharf, on the River Thames, towards Mitcham and Croydon
The Surrey Iron Railway is famous for being the first company in the world to include the word "railway" in it's title. Despite this it was not what we today would recognise as a railway. It was actually a plateway, where vehicles with plain wheels ran along flanged rails.
The track comprised iron L-section rails 4ft 2in (1.27m) apart secured onto stone blocks. The trucks were horse-drawn, typically 8ft x 4ft x 2ft deep and weighing about 1 tonne. They could carry 3 tonnes of coal, lime or grain. One horse could pull up to ten wagons but the usual number was about four.
The original plan for a transport connection between Wandsworth, on the River Thames, and the Wandle Valley had been for a canal, but doubts about the availability of water led to the adoption of a plateway.
The railway was only briefly successful financially. It lost much traffic after the Croydon Canal opened in 1809 and continued to decline as steam railways took hold. The advent of faster and more powerful steam locomotives spelled the end for horse-drawn railways. In 1823, William James, a shareholder in the railway, tried to persuade George Stephenson to supply a locomotive. Stephenson realised that the cast-iron plateway could not support the weight of a locomotive and declined and railway was finally closed to traffic on 31st August 1846.
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Posted in Archaeology, Architecture, Genealogy, Historical maps, History, Local History, Old Maps, Old Series Edition, Ordnance Survey Maps	| Tagged 1:50000, Croydon, George Stephenson, Heritage, historical maps, history, Local History, Maps, Maps London, Mitcham, Old Maps, Plateway, Surrey Iron Railway, Thames, Wandle, Wandsworth	| Leave a reply
Shakespear's birthplace
Posted on April 22, 2016 by Cassini
Shakespear's birthplace, Henley Street. (MAP: 1886 – Town Plan, Scale: 1:500)
Shakespeare's Birthplace is a 16th-century half-timbered house situated in Henley Street, Stratford-upon-Avon, Warwickshire, where it is believed that William Shakespeare was born in 1564 and spent his childhood years. Shakespeare is also known to have spent the first five years of married life in this house with his new wife, Anne Hathaway.
The house itself is relatively simple, but for the late 16th century it would have been considered quite a substantial dwelling. John Shakespeare, William's father, was a glove maker and wool dealer, and the house was originally divided in two parts to allow him to carry out his business from the same premises.
The building is typical of the times and was constructed in wattle and daub around a wooden frame. Local oak from the Forest of Arden and blue-grey stone from Wilmcote were used in its construction, while the large fireplaces were made from an unusual combination of early brick and stone, and the ground-floor level has stone-flagged floors.
The plan of the building was originally a simple rectangle. From north-west to south-east, the ground-floor consisted of a parlour with fireplace, an adjoining hall with a large open hearth, a cross passage, and finally a room which probably served as John Shakespeare's workshop. A separate single-bay house, now known as Joan Hart's Cottage, was later built onto the north-west end of the house, and the present kitchen was added at the rear with a chamber above it.
The ownership of the premises passed to William on John Shakespeare's death.
William already owned his own property in Stratford and had no need for the Henley Street premises as a home for himself or his family. Consequently, the main house was leased to Lewis Hiccox, who converted it into an inn known as the Maidenhead (later the Swan and Maidenhead Inn).
Under the terms of Shakespeare's will, the ownership of the whole property (the inn and Joan Hart's cottage) passed to his elder daughter, Susanna, upon his death.
In 1649 it passed to her only child, Elizabeth, and then in 1670 to Thomas Hart. Hart was the descendant of Shakespeare's sister, Joan, whose family had continued as tenants of the smaller house after her death in 1646. The entire property remained in the ownership of the Harts until 1806.
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Posted in 1:500, Architecture, Genealogy, Historical maps, History, Local History, Map of the week, Old Maps, Town Plans, Uncategorized	| Tagged architecture, Heritage, historical maps, history, Local History, Names, Old Maps, Shakespear:, Stratford-upon-Avon	| Leave a reply
Maps, Mudge and the Census!
Map: Thames Estuary (OS Old Series 1:50,000 – Published 1805)
The history of the Ordnance Survey's mapping began in 1791 when the government, fearful of the threat of an invasion by French revolutionary forces, instructed the then Board of Ordnance to make a detailed survey of the vulnerable southern regions of England.
At the beginning of the nineteenth century some maps at the one-inch (1:63,360) scale based on Board of Ordnance surveys were already available to the public, including Kent (1801 – the 'Mudge map'). The first published by the Ordnance Survey itself was the map of Essex which appeared in 1805. This was the start of a nationally (England & Wales) numbered map series, which later became known as the 'Old Series'.
On the 10th March 1801, the same year as the 'Mudge Map' of Kent was published, the first official census was held in Britain.
Objections were raised as some felt that the census was aimed at extracting revenue. Others feared that in the era of the Napoleonic Wars the information would inevitably see its way into the hands of the enemy, allowing Bonaparte to plan an invasion of the British Isles.
By 1800 the need for a census had become greater than the resistance to it. Talk of population growth outstripping the ability of the country to feed that population was a forceful argument in favour of compiling the statistics.
Thus the Census Act of 1800 was passed on 3rd December 1800, receiving royal assent on the 31st December and the census was carried out on Monday March 10th 1801.
Estimates of the size of the population varied from 8 million to 11 million. The actual figures proved to be: 8.3 million people in England – women outnumbering men by 300,000; the Welsh population was 542,000; and Scotland 1.6 million. Thus the total population at the beginning of the 19th century was officially recorded as 10.4 million.
Posted in Genealogy, Historical maps, Local History, Old Maps, Old Series Edition, Ordnance Survey Maps, Politics	| Tagged 1801 Census, Essex, Kent, Napoleon, Napoleonic Wars, Old Series Edition, Ordnance Survey, Population, William Mudge	| Leave a reply
Charles Dickens birthplace
Posted on December 17, 2015 by Cassini
Map: County Series town Plan 1:500 – published 1874
Charles John Huffam Dickens was born at 1 Mile End Terrace (now re-named 393 Old Commercial Road), a secluded and peaceful area of victorian and regency buildings, on 7th February 1812. When Dickens was born, Britain's Navy was still at war with Napoleonic France and Charles's father, John Dickens worked as a clerk in the Navy Pay Office.
This was his parents first home and they were to remain in Portsmouth until the winter of 1814 when his father was recalled to London. Charles later remembered that when they left the town it was covered in snow.
Dickens completed the first of his Christmas stories, A Christmas Carol in just six weeks, with the final pages written in early December of 1843. The story met with instant success and critical acclaim and the phrase "Merry Christmas" was popularised following the appearance of the story and has remained as part of Christmas around the world ever since.
Merry Christmas from Cassini.
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Posted in 1:500, Genealogy, Historical maps, History, Local History, Map of the week, Old Maps, Special Events, Town Plans	| Tagged Charles Dickens, Christmas Carol, Heritage, Local History, Merry Christmas, Mile End Terrace, Old Maps, Portsmouth	| Leave a reply
Map of the month – Webb, Dover & JellyFish
Posted on September 30, 2015 by Cassini
Dover, Kent (MAP: OS Revised New 1:50,000 – published in 1898)
Captain Matthew Webb was born at Dawley in Shropshire, one of twelve children. He acquired his ability to swim in the River Severn at Coalbrookdale.
At age twelve Webb joined the merchant navy, starting with a three-year apprenticeship. Later, whilst serving as second mate on the Cunard Line ship Russia, he attempted to rescue a sailor, who had fallen from the rigging of the ship, by diving into the sea in the mid-Atlantic. Webb swam for more than half-an-hour, but the man was never found. Webb's daring won him an award of £100 and the first Stanhope Medal, and made him a hero of the British press.
In 1873, Webb was serving as captain of the steamship Emerald when he read an account of the failed attempt by J. B. Johnson to swim the English Channel. He became inspired to try himself.
On 12 August 1875, he made his first cross-Channel swimming attempt, but strong winds and poor sea conditions forced him to abandon the swim. Just 10 days after this first abortive attempt, on August 24 1875 Webb dived from Dover 's Admiralty Pier and headed towards France. Porpoise-grease helped insulate him against the cold, but couldn't prevent the pain of numerous jelly-fish stings. Tantalisingly close to the French shore strong currents prevented him from completing the last few miles for several hours; but eventually the currents slowed and his steady breast-stroke won out. Webb walked ashore some 21 hours and 45 minutes after he left England. His zig-zag course across the Channel had totalled over 39 miles (64 km). He was an instant national hero.
After his record swim, Captain Webb basked in national and international adulation, and followed a career as a professional swimmer. He licensed his name for merchandising such as commemorative pottery and wrote a book called The Art of Swimming. A brand of matches was named after him. He also participated in exhibition swimming matches and stunts such as floating in a tank of water for 128 hours… don't tell David Blaine.
Posted in Genealogy, Historical maps, History, Local History, Map of the week, Old Maps, Ordnance Survey, Revised New Series	| Tagged 1:50000, Captain Matthew Webb, cassini maps, Channel swimming, Coalbrookdale, Dawley, Dover, historical maps, history, Legends, Local History, Old Maps, Shropshire	| Leave a reply
Map of the month – Botchergate, Trollope and the Bellman
Botchergate, Carlisle (MAP: OS Town Plans 1:500 – published in 1865)
Thirteen years after Sir Rowland Hill, Secretary of the Post Office, introduced the Penny Post that the first mainland Pillar Box was erected in Botchergate, Carlisle in 1853.
The advent of the British wayside letter box can be traced to Sir Rowland Hill and his Surveyor for the Western District, and noted novelist, Anthony Trollope (known for The Warden, Barchester Towers and the Palliser novels).
Before 1853 it was customary to take outgoing mail to the nearest letter receiving house or post office, where the Royal Mail coach would stop to pick up and set down mail and passengers. People would take their letters in person, or in some areas they could await the appearance of the Bellman. The Bellman wore a uniform and walked the streets collecting letters from the public while ringing a bell to attract attention.
In 1852 Anthony Trollope was sent by Rowland Hill to the Channel Islands to ascertain what could be done about the problem of collecting the mail on the islands. To post a letter in Jersey or Guernsey, the post had to be taken down to the quayside and handed to the Master of the Royal Mail steamer in person. This was a somewhat inconvenient practice, subject as it was to the uncertainties of weather and tides.
Trollope's recommendation back to Hill was to employ a device he had probably seen in Paris: a "letter-receiving pillar". The first pillar boxes was brought into public use on Jersey in late November 1852 and they were an instant success.
By the next year the idea had spread to mainland Britain, with England's first pillar box erected at the corner of Botchergate and South Street in Carlisle. In basic form all boxes were vertical cast iron 'pillars' with a small vertical slit to receive letters, but by 1857, after experimenting with various designs, horizontal, rather than vertical, slots were taken as a standard. The Committee responsible for the standardisation designed a very ornate box festooned with Grecian style-decoration but, in a major oversight, devoid of any posting aperture, which meant the slots were chiselled out of the cast iron by local craftsmen, usually destroying the look of the box.
Prior to 1859 colours varied until a bronze green colour was chosen as the new standard, which was to last until 1874. Initially it was thought that the green colour would be unobtrusive. Too unobtrusive, as it turned out — people kept either walking into them or past them. Red became the standard colour in 1874, although ten more years elapsed before every box in the UK had been repainted.
Posted in 1:1056, 1:500, 1:528, downloads, Genealogy, Historical maps, Local History, Map of the week, Ordnance Survey, Town Plans	| Tagged 1853, Anthony Trollope, Botchergate, Carlisle, cassini maps, Downloadable maps, Genealogy, historical maps, history, Local History, Pillar Box, Placenames, Post Box, Sir Rowland Hill, Street Level, Town Plans	| Leave a reply
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Stores in the spotlight
Kudos open floor plan, social gathering concept, will offer one-stop entertainment
When we stopped by in early October, contractors were working hard inside Kudos Taproom and Fieldhouse, which was scheduled to open during the summer in the old Gander Mountain location but appeared to be now on track for a late 2021 opening.
Kudos is a new social gathering business developed by economic consultant Parker Grant. It involves a unique "eat-ertainment" concept.
The concept is a combination of street food and craft beer intermingled with sports like axe throwing and fowling, in an open layout concept. The large interior of property will be broken up into areas housing a retro arcade, corn hole fields and children's play areas. Some 70, 65-inch televisions and corporate VIP space will also be available. The concept focuses to provide family fun seven days a week through a "one-stop approach" that offers a Disney-like clean atmosphere along with a rustic modern approach, according to the plans.
In addition, Parker Grant is offering a "community" approach that includes a dozen charitable partners and safe fun around a connect-and-celebrate idea. Kudos would like to draw new visitors, sponsors and corporate groups to Taylor. It plans to employ 50-plus full- and part-time workers in the year-around indoor social space.
Tentative hours for operation are 11-11 Sundays through Thursdays, and 11 a.m. to 2 a.m. Fridays and Saturdays.
Parker Grant is a catering, consulting, and events company. It specializes in project-based consulting, event management, and experiential design. Projects range from restaurant development and stadium concessions to corporate gatherings and curated event design.
The firm has previously worked on the creation of Montana State University's food and beverage strategy; Bay Harbor's luxury experience along an exclusive five miles of Little Grand Traverse Bay: all facets of operations on minor league ballpark Jimmie John's Field; the creation of Agave Tequila Bar in Ann Arbor; and the recreation of the Midland Brewing Company.
Co-founder David Parker previously worked with 313 Presents. 313 Presents is the marketing arm for The District Detroit and coordinates sales and sponsorships for organizations like Little Caesars Arena, DTE Energy Theater, Fox Theater, Michigan Lottery, Meadow Brook Amphitheater, Sound Board, Comerica Park and many others.
A large objective for the Kudos Taproom and Fieldhouse team involves charity partners and social activities that can raise funds for charitable donations.
For more information on Kudos, find them on Facebook at facebook.com/KudostheGoat or on its website at kudosthegoat.com.
Motif Jewelers moves from Southland to nearby corner
After nearly 23 years in Southland Center, Motif Jewelers is preparing for a move to the northeast corner of Eureka and Racho roads. A soft opening was planned for mid-February, followed by a grand opening at the beginning of March 2021. "We're excited for Taylor and all of Downriver to visit us in our new home, and experience our great products and services to which they've grown accustomed for generations," said Arakel Eric Chopjian, Motif Jewelers' director of operations, told The News-Herald Newspapers recently. "We've always wanted a stand-alone presence in this area to further enhance our reputation as a premier retail and service destination."
Motif Jewelers' move further strengthens the Eureka Road corridor between Telegraph and Allen roads, which, according to Taylor Mayor Rick Sollars, is one of Michigan's hottest development regions. "The city of Taylor is extremely glad to see that Motif Jewelers is relocating to another site in the community," he said. "The pandemic has turned the business world on its head, and this has been a very difficult year for everyone. We value businesses like Motif, and we know that our residents do, too."
Arakel Eric Chopjian
Hampton Manor moving ahead with senior facility
Hampton Manor has been approved by the Planning Commission to build a 72-unit elderly assisted living center on 6.18 acres of property on the northwest corner of Pardee Road and Superior. The developers worked with the City for months refining the project, which will include amenities like a putting green, salon, spa, theatre, library, outdoor walking paths, benches and gazebo. It will be located northwest corner of Pardee and Superior, within walking distance of the Eureka Way! business and entertainment district. Hampton has years of experience in providing care to seniors. It has used its knowledge, the latest technology and the highest standards of hospitality and care to develop and operate some of the most advanced, top rated, newly built, and friendly senior living communities in the nation. Its portfolio consists of several assisted living communities, and it has created a team of thoroughly trained and licensed staff who take pride in being a part of the Manor Senior Living family — physicians, licensed nurses, nursing assistants, caregivers, therapists, activity directors and managers.
World Gateway of Taylor begins buildout on Inkster Road
Clearing for the World Gateway of Taylor project has been ongoing along Inkster Road, north of Eureka. The unique project calls for an 83,500-square-foot industrial center that includes three environmentally friendly "green" buildings and a parking lot made of permeable pavers for vehicle storage targeting traffic to and from Detroit Metropolitan Airport. Even the parking lot canopies will hold solar panels.
A "green" building is a building that, in its design, construction or operation, reduces or eliminates negative impacts, and has a positive effect on climate and natural environment. Green buildings preserve precious natural resources and improve quality of life. Some elements of typical green buildings include efficient use of energy, water and other resources; use of renewable energy, such as solar energy; pollution and waste reduction measures, and the enabling of re-use and recycling; good indoor environmental air quality; and use of materials that are non-toxic, ethical and sustainable.
Likewise, permeable pavers are environmentally friendly, although installation is difficult and expensive. Parking lots made of permeable pavers reduce or eliminate the need for drainage systems and provide lower long-term costs. For example, over a recent three-year period, the University of California Santa Cruz installed six permeable paver parking lots on its campus, totaling more than 150,000-square-feet. The lots had the ability to handle heavy traffic, and eliminated the need for run off detention (had they been concrete or asphalt). Storm water filtering through these type of pavers is considered one of the best management practices by industry experts.
Marriott Hotels planned on old Ramada site near Eureka and I-75
Preparations continue for two new Marriott Hotels – a Fairfield Inn and TownePlace Suites – on the vacant location of the former Ramada Inn on Eureka Road, just east of I-75. The plans call for two, four-story hotels. The Fairfield Inn will have 100 rooms; the TownePlace Suites will have 116.
The Fairfield Inn & TownePlace Suites are two of a dozen hotel versions that Marriott offers. The Fairfield Inn series is included in its "select service" category. Courtyard by Marriott and SpringHill Suites by Marriott are two other brands that fall into that "select service" class.
The TownePlace Suites line is part of an "extended stay" series, built for the traveler. These properties feature modern spacious suites with full kitchens, free Wi-Fi and breakfast. Others that fall into that same class are Residence Inn and Marriott Executive Apartments.
Other classes offered by Marriott include luxury (i.e. Ritz-Carlton); lifestyle collection (Renaissance Hotels); signature (Marriott Hotels & Resorts); and destination entertainment (Gaylord Hotels).
The Ramada Inn complex was torn down in 2015 when a new developer acquired the site. Plans for a hotel, or more than one hotel, had surfaced from time to time. The developer owned both the old Ramada site and the former Taylor Tool location on the northern side of Eureka Road.
A new strip mall was eventually built on the abandoned Taylor Tool location and is anchored by La-Z-Boy. Tropical Smoothies and Detroit Wing Co. are also in that center, which is directly across from Trader's Pointe.
For a lengthy period of time, Taylor featured only a single hotel location, Comfort Inn & Suites on Telegraph Road north of I-94. But soon it will have three – Fairfield Inn, TownePlace Suites and Hilton Home2Suites, on Pardee Road across from Southland Center and Target.
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Q: How to do summation based on the value I have a csv file, when I do
df["CATEGORY"].value_counts()

I want the result (the summation) to be grouped into 3 groups:
names start with "CONDO"
names start with "RENTALS"
everything else can fall under "other": (the value should be

how can I write the code?

A: If you are willing to add another column to your dataframe, then
df["type"] = ["CONDO" if name.startswith("CONDO") else "RENTAL" if name.startswith("RENTAL") else "OTHER" for name in df.CATEGORY]
df.groupby("type").sum()

will give you your desired result.


This Mobile Bike Repair clinic is FREE and OPEN TO EVERYONE. Come by Valencia Library and learn some basic bike maintenance skills and get your bikes ready to ride. Our bike mechanics will make sure your tires, brakes, and chain are in good condition. Free youth helmets will also be provided by Tucson Medical Center.


Yearbook classifieds for Iowa Park High yearbooks are listed below. If you want to see if others from Iowa Park, TX high schools want to make a trade for a yearbook, post your info below.
1962 IS my grad year, but a pop up keeps asking for it.


Bradford Smith is a thoughtful, efficient and aggressive attorney that seeks to achieve the best possible results for his clients. Bradford practices in the Litigation and Subrogation Sections at the Firm, with an emphasis on business litigation, construction litigation, large loss subrogation and catastrophic personal injury losses. He utilizes effective communication skills, sound legal analysis, and diligence to meet and exceed his clients' needs.
Bradford's unique practice is often split equally between plaintiff and defense work. He represents both large and small clients in litigation matters, including business torts, insurance coverage disputes, breaches of contract, and personal injury defense. Bradford has gained significant experience representing large residential builders in complex construction cases across the country, involving claims for construction defect, breach of express and implied warranties, and breach of contract. Bradford's background and experience help him navigate the complex legal issues involved in construction litigation, but also allow him to understand his client's business, their work, and to work well with specialized experts. He also frequently litigates the application of the economic loss doctrine, waivers of subrogation, limited warranty issues, construction contracts, and analyzes insurance coverage. His grasp of these subjects help him obtain phenomenal results for his clients and frequently the respect of his opposing counsel. Bradford also assists clients with complex property losses involving product defects, fires, equipment failures, agricultural machinery failures, water and gas leaks, and transit losses.
Bradford has written and presented on topics involving waivers of subrogation, construction contract clauses, and product failures. Most recently he co-authored a section on subrogation for an upcoming version of Appleman On Insurance, and is an active member and presenter for NASP, CLM and the PLRB.
Successfully recovered a seven-figure settlement in a complex subrogation matter involving the failure and installation defects of a fire suppression installer in Northwest Arkansas.
Successfully recovered nearly $1 million dollars on behalf of his clients from an international agricultural machinery manufacturer and its authorized dealer in two lawsuits involving breaches of warranty, product defects, and complex mechanical failures after to two separate catastrophic fires that destroyed two large harvesters in New Mexico.
Successfully defended national home builder in construction defect/fire case involving over $2 million in alleged damages by obtaining dismissal of client after thorough examination of local fire marshal and application of Delaware law.
Successfully defended national home builder against claims that chosen landscaping material caused or contributed to a catastrophic fire that destroyed five large homes in a North Carolina development through an extensive dispositive motion that ultimately forced the plaintiff to accept sub-nuisance settlement.
Second-chaired a three-day jury trial in plaintiff construction defect case and helped obtain a six figure plaintiff's verdict on behalf of client.
Resolved construction accident case where plaintiff sustained in excess of $130,000 in medical expenses and was permanently disabled for nuisance value.


Boise State University's Construction Management program is accredited by the American Council for Construction Education.
Our program continuously strives to offer a top quality education in the field of Construction Management.
There are no special admission requirements to join the Construction Management program. When applying for admission to Boise State University all a student needs to do is list Construction Management as their major. Admission requirements and procedures for Boise State University may be found under the Admissions tab at the top of this site.
The requirements for the degree and much more information may be found on this site under Students/Undergraduates or in the undergraduate catalog which may be found on the Registrar's website.
On a regular basis data is collected and analyzed to make sure the program continues to provide the quality education our students, alumni, partners in the business world and faculty expect from our program. In order to do this we use several different instruments and listed in the table below. This information may also be found in our annual report, which also includes the results of the data collected and actions taken to address any concerns. Annual reports since our last accreditation visit may be found after the tables below.
Attached below is a file which lists our planned assessment methods for each Program Outcome.
Attached below is a file which lists our planned assessment methods for each Program Objectives.
Graduates from Boise State's Construction Management program find work with a wide variety of companies in the construction industry. The file below contains a list of the firms our graduates have identified as where they have initially gone to work since 2012. Out of over 200 graduates over 80% reported having accepted a job by the time they graduated. Among our 2017-2018 graduates the reported median starting salary was approximately $61,500.00 per year.


text:
New Orleans Louisiana
Dusk falls over Jackson Square and St. Louis Cathedral
Brass band parading through the French Quarter
Todd Coleman/Saveur Magazine
Cruise ship passing by downtown along the mighty Mississippi River
Strolling along colorful Royal Street
Browsing the art created by local vendors in Jackson Square
Revelers enjoying the French Quarter's storied nightlife
Sharing a romantic meal in one of the city's courtyard restaurants
Looking up at St. Louis Cathedral
A charming French Quarter courtyard restaurant
Seafood gumbo and a local Louisiana beer
Louis Armstrong New Orleans (MSY)
It's easy to love and hard to leave the Big Easy
No matter the time of year, New Orleans welcomes its visitors in a grand way to experience Caribbean, American, French and African cultures colliding in a brilliant explosion of flavors, emotions and sounds. Music is everywhere here, people live to eat and every day is a party here in the birthplace of Jazz, which is also home to Creole cuisine, century-old Spanish oaks and clacking streetcars. With a combination of city life and rural plantations, swamp tours, festivals, historical significance and revelry during Mardi Gras, New Orleans has the recipe to captivate everyone.
Absorbing History and Architecture
Hop on the St. Charles, Canal Street or Riverfront streetcars to explore the 300-year-old city split by the Mississippi River and surrounded by lakes, bayous and bays. Admire the architecture in more than 20 historic districts, more than any other city in the USA. See mansions on St. Charles Avenue, opulent estates in the Garden District and a revolving carousel bar at Hotel Monteleone. In the heart of the French Quarter, you'll want to linger in lively Jackson Square. After admiring artists' work hanging on the iron fence and, perhaps, getting your fortune told, cross the street to visit the 18th century St. Louis Cathedral, the USA's oldest continually operating cathedral. For a different perspective, tour the area aboard the Natchez steamboat or the Creole Queen paddle wheeler.
Eating Your Way Through the City
To fuel all that sightseeing, make a pit stop at the French Market for a cup of café au lait paired with a beignet, or get a cold drink on Bourbon Street. Plot your course for the rest of the day, ensuring you'll have a chance to sample signature foods, including gumbo, jambalaya, po'boy sandwiches, boiled crawfish and charbroiled oysters. The city's restaurants, and chefs, consistently earn spots on lists ranking the best places to eat in the USA.
Tuning in to Music
A music lovers' paradise that's home to Jazz, Zydeco, R&B and Soul, New Orleans has produced its share of musical giants, from greats like Louis Armstrong to contemporary acts like Trombone Shorty, Branford Marsalis and Harry Connick Jr. Explore Frenchmen Street in the Faubourg Marigny, an original Creole neighborhood that's a mecca for nightclubs, bars and restaurants. Live music occurs every day and night of the year, and many venues feature award-winning performers throughout the week. A must-stop is Preservation Hall, dedicated to preserving the New Orleans Jazz tradition.
The Fun, Funky and Enlightening
Also worthy of your time are visits to the National World War II Museum and the Presbytere and Cabildo state museums. Learn about voodoo traditions at shops and museums dotting the city. Learn about the history of Mardi Gras and see how its famous parade floats are made at Mardi Gras World. See something you like while exploring? Buy it. Remember to show your passport and ask for a tax refund voucher; redeem it at Louis Armstrong International Airport, The Outlet Collection at Riverwalk or Macy's in Jefferson Parish.
Contrary to popular belief, the buildings in the French Quarter are not in the style of French architecture; rather, they are Spanish.
New Orleans is a 24-hour city where patrons are permitted to take drinks from an establishment and walk around outside provided it is in a plastic "to-go" cup.
Mardi Gras celebrations began in the early 1800s, but the first organized parade was 1857.
New Orleans, Louisiana: Spotlight on 3 Flavors of the City
New Orleans, Louisiana: A City Like No Other
New Orleans, Louisiana: Dining and Shopping in the French Quarter
Exploring the French Quarter in New Orleans, Louisiana
New Orleans, Louisiana: Get to Know These 4 Music Hot Spots
New Orleans, Louisiana: 10 Delicious Traditions You Have to Try
New Orleans, Louisiana: An Art and Culture Experience
New Orleans, Louisiana: Iconic Sights and Sounds in the French Quarter
Louisiana's Music Scene: Feel the Rhythms of 3 Colorful Cities
New Orleans: 3 Ways to Sample the City's Tastiest Food Trends
New Orleans' Northshore, Louisiana: Natural Charm and Culinary Adventures
New Orleans' Northshore: 3 Ways to Escape to Nature in Louisiana
New Orleans Northshore, Louisiana: Fresh Seafood, Craft Beer and Waterfront Dining
Tammany Tastes: Iconic Dining Experiences in New Orleans' Northshore
Bayou Lafourche: Adventure and Culture in a Cajun Vacation
Houma, Louisiana: 4 Ways to Explore Scenic Wonders
Houma, Louisiana: Vacation in Bayou Country
The Mississippi Gulf Coast: Seeking Sun, Sea and Sand
Lafayette, Louisiana: An Insider's Guide to Local Music Festivals
Lafayette: Festive Events, Authentic Flavors
Lafayette, Louisiana: Food, Music and History in Cajun and Creole Country
6 Lafayette Foods You'll Love
Lafayette, Louisiana: The Ultimate Cajun Cook-off, Plus Local Hot Spots
Select a month January February March April May June July August September October November December
French Quarter Festival
New Orleans Jazz and Heritage Festival
New Orleans Wine & Food Experience
Satchmo SummerFest
COOLinary New Orleans Restaurant Month
Louisiana Seafood Festival
Christmas New Orleans Style
Official New Orleans Travel Site
neworleans.com


Becky Blalock is the Managing Partner at Advisory Capital, a strategic consulting firm providing insight and expertise to global companies on energy and the strategic use of IT.
As former Senior Vice President and Chief Information Officer for Southern Company, Blalock spent nearly a decade directing IT strategy and operations for the 3rd largest utility company in the world. Under her leadership, Southern Company was recognized as one of the 100 Most Innovative Companies by CIO magazine and one of the 100 Best Places to Work in IT by Computerworld magazine. In addition to her work in information technology, Blalock spent over two decades serving Southern Company in leadership positions including accounting, corporate communications, customer service, economic development, external affairs, finance and marketing.
A sought-after speaker, Blalock is recognized as a thought leader in the energy, utility and IT sectors and at women's leadership events. Computerworld magazine identified her as a Premier IT Leader and she was named CIO of the Year by Energy Biz magazine. She has also been honored by the Georgia CIO Leadership Association and CFY as their Global CIO of the year. Blalock has testified before the DOE and FCC on behalf of the utility industry regarding matters related to information technology, cyber security and telecommunications.
Blalock has served on the board of advisors for a number of Private Equity and Venture capital funds. She serves on the board of the Community Foundation of Greater Atlanta, is a Trustee of the Woodruff Arts Foundation and the Carter Center. She is also an advisor to the Mercer Business School.
Blalock successfully completed the Program for Management Development at Harvard University. She holds a master's degree with honors in finance from Mercer University and an undergraduate degree in business administration from the University of West Georgia. She is presently pursing her Cyber Security Certificate (2016).


As an afterthought I have decided to continue with the 'Random Songs' series of posts. Firstly because these posts give me the opportunity to present to you songs that I pick up from here and there, on the web, and also because I am all for introducing fresh voices to the newbies of classical music. Although Parthasarathy Desikan is not new to classical music lovers, his recordings are not as easily available as those of his wife Kaushiki Chakrabarty and father-in-law, and Guru, Pandit Ajoy Chakrabarty. He is a marvellous singer himself and is capable of keeping his audience spellbound on his own.
Prabhakar Karekar, born in Goa, was initiated in classical music by Pandit Jitendra Abhisheki. Prabhakar Karekar has imbibed the essence of various Gharanas and has created his own style of rendering North Indian classical vocal music. He is a 'A' grade, All India Radio artist and has participated in many Sangeet Sammelans at various centers in India.
Piu Sarkhel, born in Kolkata, is considered as one amongst the very few female artists who represents the Indore Gharana of Hindustani classical vocal music. Piu has undergone a rigorous training under her father, Kamal Bandhopadhyay, who was a disciple of late Ustad Amir Khan of Indore.
Purvi Parikh is an established Khayal singer of the Kirana Gharana. As an 'A' grade artiste of All India Radio, she has presented concerts all over India, in the USA, many countries of Europe and Japan. Purvi has been nurtured in the richest possible musical background, both her parents, Arvind and Kishori Parikh, being eminent musicians in their own right.


text:
A day in Morristown: Photo essay of people, places in Upstate NY village
Updated: May. 21, 2019, 7:21 p.m. | Published: May. 20, 2016, 2:00 p.m.
By Gary Walts | gwalts@nyup.com
Gary Walts | gwalts@newyorkupstate.com
An Amish buggy travels Main Street in the village of Morristown. It is located between Alexandria Bay and Ogdensburg. The two main roads that lead to Ogdensburg, Route 37 from Watertown and Route 12 from Alexandria Bay, converge on the outer edge of the village, bypassing it. The river view is obscured, and drivers are not often tempted to turn off and explore the village.
A day in Morristown
Historic United Methodist Church at 502 Governuer St. was built around 1838. The interior features a pressed tin walls and ceiling. It was listed on the National Register of Historic Places in 1982.
Morristown Schoolhouse in the village of Morrisville is a historic one-room school building built around 1824. The limestone building was used as a school until 1877, then was village hall from 1899 to 1910. It was listed on the National Register of Historic Places in 1982.
A roadside stand at High Street Honey.
Morristown Municipal Boat Launch is also a lovely little park in the riverside village.
The village of Morristown, situated on the St. Lawrence River, was settled in 1804-1808.
Morristown Municipal Boat Launch on Water Street.
Chapman Park has the famous McConnell's Windmill, built in 1825, and several war monuments.
McConnell's Windmill, built in 1825, is Morristown's most well-known landmark. It is the only windmill on the American side of the St. Lawrence Valley. Originally used as a grist mill, the building has been also used as a jail and as an Air Warning System Observation Post during World War II. It was listed on the National Register of Historic Places in 1982.
» More photos of the windmill
Samuel Stocking House, also know as the Chapman House, is a historic home built about 1821 located at Gouvernuer and Morris streets. It was listed on the National Register of Historic Places in 1982.
The village features homes from historic to contemporary.
Dockside Resorts on Riverview Street.
The Morristown Library is in the historic, limestone Chapman Family Land Office.
The library was listed on the National Register of Historic Places in 1982.
Another interesting home in the village
St. John the Evangelist Catholic Church.
Pine Hill Cemetery.
The view from the Northumberland Street Bridge.
Water Street in the village.
A boat is towed through the village.
The city of Brockville in Ontario, Canada, sits opposite the village of Morristown, on the north shore of the St. Lawrence River.
Chapman Street.
Wright's Stone Store is a historic, limestone building from 1821. It is the earliest commercial structure in Morristown and served as a provisions store and community center until 1864. It was listed on the National Register of Historic Places in 1982.
With a population of less than 400, the village is largely overlooked compared to river communities such as Clayton and Alexandria Bay, which are situated in the heart of the Thousand Islands.
Northumberland Street,
Little Falls. Kathe Harrington for newyorkupstate.com
See more community photo essays
Our photographers are visiting small communities to take in the sheer beauty of life in Upstate New York. Here'/s a sample:
Or see them all here.
Upstate NY Regions
More on NYup.com
Upstate NY Obituaries


Are you looking to start, restore, or expand the prayer ministry in your church?
The PrayerForce is available to every church in the North GA Annual Conference of the United Methodist Church.
After 30 years in law enforcement and insurance fraud investigation, Rev. Leah Cunningham, a Part Time Local Pastor, is on a mission of prayer. Leah is the Pastor at Mt Pleasant UMC, Social Circle in the ADOX Disctrict of the North GA Annual Conference. In addition, she is the Director of the PrayerForce and travels the Conference sharing her passion for prayer. She brings to our churches an excitement about prayer that focuses on the personal prayer life of each individual, as well as the collective power of prayer as a mission of the church.
The PrayerForce is available to you and your congregation. We lead prayer meetings, training events, workshops, leadership training and Sunday worship. Her ministry is to revitalize, energize, and encourage growth in Prayer. No church is too small or too large to receive our message of prayer.
"Leah.... preached in my absence such a stirring sermon that at our next meeting the Administrative Board decided to choose prayer partners and pray for the church! If you want a dynamic speaker whose words stir up your people to pray, then Leah Cunningham is the person. If you want your church to flourish and grow, then depend on the PrayerForce to faithfully pray God's will into action in the life of your church! The PrayerForce makes a REAL difference in the lives of the churches in the North Georgia Conference!
"Upon first meeting Leah at a woman's retreat, her dynamic and energetic love for the Lord was undeniable! Her praise to God in prayer, conversation and worship sent a refreshment through the group. Her excitement was contagious. Leah spoke on prayer with a UMW and a Prime Timers groups at our church. Both groups raved. Her love for prayer encouraged and blessed those groups. Holli Imig, Assistant Lay Leader, McKendree UMC".
Comments from Cannon UMC ladies retreat survey.
"The highlight of the retreat was .... the talk on prayer and acceptance of holiness."
"I enjoyed ... the direct application ... to our lives.
"I especially enjoyed Leah's freshness."
Renewal Ministries: http://www.prayerpointpress.com/ A word from Terry Teykl: Our vision is to see Jesus magnified and to see the Church build bridges between denominations, promote racial healing and seek to love the hurting and disenfranchised. We believe that when prayer and evangelism are reunited that the Church will emerge as a powerful force for reclaiming the land and setting the captives free.


Year 12 subject awards are given to those students who receive the highest mark in the A range for the school-assessed component of SACE subjects or the highest mark in the 6/7 range for their overall school-based performance in IB Diploma subjects.
Congratulations to all Year 12 subject award winners.
Our Year 12 Design and Technology students began the year by identifying a need or challenge which could be solved by manufacturing a product. Over the next three terms, they learnt the necessary skills and spent many hours designing, refining and prototyping their intended outcome. Through sheer hard work and determination, all 18 students successfully completed their own individual high quality product and the collective culmination of their exceptional efforts was proudly displayed at the annual Art Show exhibition. Well done to all students and congratulations to James D 12ABR who achieved the highest overall result and won the subject award.
Over the past couple of weeks the Concordia Photography Exhibition displayed a broad range of photographs. With 95 images exhibited from Years 10 to 12 there were many topics, styles and techniques on display. A book prize of 'Digital Photography Masterclass' was awarded to the creators of the best images in a number of categories as listed below. The public judging process saw the judges who selected the most winners winning a prize voucher from Diamonds Camera Video & Digital, valued at $95. The exhibition included the 23 prize winners at this year's Royal Adelaide Show. Congratulations to all contributors and particularly the section winners. We look forward to seeing more great images produced for next year!
Read about the winners of this year's Concordia Writing Awards.
On Tuesday 5 December, Concordia College hosted a Lutheran schools leadership conference. The day started with an insightful devotion led by Mr Saegenschnitter, re-enacting the washing of feet by Jesus. The theme of servant leadership was prominent throughout the day, as the Student Leaders from various Lutheran schools bonded and learnt many valuable lessons in leadership that will no doubt be applied in their roles over the coming academic year.
The Valedictory Dinner was a beautiful way to farewell our Year 12 Class of 2017. The Dinner is a wonderfully informal occasion, with all exams and assessments finally completed, the Year 12s and their teachers gather for a final meal to celebrate, reminisce and laugh about the times they've spent together, as well as chatting over future plans. The Action Leaders beautified The Suaviter as a dining hall and the students were farewelled with speeches by Mr Adrian Bright, as well as the "Story of the Class of 2017" by Mr David Serotzki. Student Leaders Issy Brideson and Kenji Ireland responded on behalf of the students. Thanks must go to Mrs Angela Warrick and Mrs Sandra Hein for their efforts in organizing many aspects of the event, to the many parents who volunteered their time to help with the food, and to the Action Leaders for their efforts in organizing such an event for their peers. The Valedictory Dinner is a fantastic way to farewell our students as they move into the next phase of their lives.


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Das Duplikationsprinzip ist in der Finanzmarkttheorie ein Grundsatz, wonach auf dem Kapitalmarkt Preise oder Kurse verschiedener Handelsobjekte identisch sein müssen, wenn ihre Zahlungsströme identisch sind oder auf dem Kapitalmarkt die gleichen Zahlungsströme nachgebildet werden können wie sie beispielsweise aus Investitionen resultieren.

Allgemeines
Duplizieren (, "verdoppeln, doppelt zusammenlegen") bedeutet in diesem Zusammenhang das Vorhandensein identischer Zahlungsströme verschiedener Handelsobjekte auf dem Kapitalmarkt oder die identische (synthetische) Nachbildung eines nicht auf dem Kapitalmarkt gehandelten Handelsobjekts. Tätigt beispielsweise ein Unternehmen eine Investition (etwa die Anschaffung einer Produktionsanlage), so löst diese zunächst Investitionsausgaben auf dem Investitionsgütermarkt aus, und später generiert sie durch Produktion Umsatzerlöse auf dem Gütermarkt. Beides sind Zahlungsströme in Form einer Ausgabe bzw. einer Einnahme, die auf dem Kapitalmarkt durch die dort gehandelten Handelsobjekte dupliziert werden können.

Duplizierbarkeit bedeutet, dass diese aus Investitionen resultierenden Zahlungsströme auch durch ein die Investition substituierendes Wertpapierportfolio identisch auf dem Kapitalmarkt abgebildet werden können. Das ist jedoch nicht bei jeder Marktform des Kapitalmarkts ohne weiteres der Fall.

Das Duplikationsprinzip wurde 1979 im Rahmen der von Stephen Ross und Mark Rubinstein entwickelten Optionspreistheorie erklärt.

Marktstruktur
Zunächst ist zwischen dem vollkommenen und dem unvollkommenen Kapitalmarkt zu unterscheiden. Auf dem vollkommenen Kapitalmarkt sind sowohl Entscheidungen unter Sicherheit als auch Entscheidungen unter Unsicherheit möglich. Letztere betreffen ausschließlich die Teilmärkte des vollständigen und unvollständigen Kapitalmarkts:

                         ┌─────────────────────────────────────────────┐
    vollkommener Kapitalmarkt                         unvollkommener Kapitalmarkt
            ┌────────────┴────────────┐
    Sicherheit                  Unsicherheit
         ┌──┴──┐             ┌────────┴────────┐
    Fisher-Separation  vollständiger   unvollständiger
                        Kapitalmarkt    Kapitalmarkt
              <━━━━━━━>               ┌────────┴────────┐
                        <━━━━━   Competitivity-  Spanning-        ━━━━━>
                        erfüllt  Bedingung       Bedingung     nicht erfüllt

Die Spanning- und Competitivity-Bedingung gehören zum unvollständigen Kapitalmarkt. Werden sie beide erfüllt, liegt ein vollständiger Kapitalmarkt vor.

Arten
Generell wird zwischen statischer und dynamischer Duplikation unterschieden:
 Statische Duplikation: Ein Indexzertifikat auf einen Aktienindex kann beispielsweise statisch dupliziert werden, indem man alle Aktien im Index zu den entsprechenden Anteilen kauft. Das Portfolio muss nur dann angepasst werden, wenn sich die Gewichtungen im Index ändern, häufig aber während der Laufzeit der Indexzertifikate bis zum Fälligkeitstag nicht.
 Dynamische Duplikation: Bei Optionen und anderen Derivaten ist jedoch eine dynamische Handelsstrategie als Duplikation notwendig, da sich der Preis einer Option nicht linear zum Preis anderer Wertpapiere entwickelt. Daher ist es notwendig, das Portfolio ständig anzupassen, damit es zumindest zum jeweiligen Zeitpunkt die preisliche Bewegung des Derivates nachvollzieht. Zur dynamischen Duplikation werden häufig Kennzahlen wie das Delta, Gamma und das Vega verwendet (siehe auch Option). Diese Kennzahlen werden für das zu duplizierende Derivat und die einzelnen Wertpapiere im Portfolio berechnet. Anschließend wird das Portfolio so zusammengestellt, dass die einzelnen Kennzahlen des Derivates und des Portfolios gleich sind. Da sich die Kennzahlen des Derivates ständig ändern, muss das Portfolio regelmäßig angepasst werden.

Das Duplikationsprinzip im weiteren Sinne ermöglicht auch die Duplizierung unsicherer Zahlungsströme (etwa bei Optionen), und die Duplizierungsstrategie hat dynamischen Charakter, so dass sie im Zeitablauf angepasst werden muss. Beim Duplikationsprinzip im engeren Sinne können lediglich sichere Zahlungsströme vorhanden sein; es handelt sich um ein statisches Modell.

Wirtschaftliche Aspekte
Das Duplikationsprinzip dient letztlich der Bestimmung eindeutiger Preise/Börsenkurse für zukünftige Zahlungsströme in vollständigen Märkten. Sind zwei Zahlungsströme auf einem Finanzmarkt – unter der Annahme der Arbitragefreiheit – in Zukunft identisch, so haben sie den gleichen Gegenwartswert. Im Rahmen von Optionen besagt das Duplikationsprinzip, dass bei zwei verschiedenen Basiswerten, welche exakt die gleichen Zahlungsströme aufweisen, die Optionspreise zu jedem Zeitpunkt übereinstimmen müssen.

Bei einem vollständigen Kapitalmarkt kann jeder beliebige Zahlungsstrom gehandelt werden und jeder mit einer Investition verbundene Zahlungsstrom mit den auf dem Kapitalmarkt gehandelten Wertpapieren dupliziert werden. Deshalb ist auf dem vollständigen Kapitalmarkt zwingend eine universelle Duplizierbarkeit vorhanden, so dass das Unternehmensziel der Marktwertmaximierung erfüllt werden kann. Werden auf dem unvollständigen Kapitalmarkt sowohl die Competitivity- als auch die Spanning-Bedingung erfüllt, kann auch hier das Unternehmensziel der |Marktwertmaximierung erreicht werden.

Siehe auch
 Gesetz von der Unterschiedslosigkeit der Preise

Einzelnachweise

Betriebswirtschaftslehre
Finanzmarkt
Kapitalmarkttheorie

redpajama_set_name: RedPajamaWikipedia


Suzi Dougherty is a founding member of The Bell Shakespeare Company. She has worked with leading Australian theatres including The Sydney Theatre Company and The Melbourne Theatre Company. She currently has a recurring role in Channel 7's "Home and Away" and starred in Foxtels' 'The Kettering Incident'. Suzi graduated from the prestigious Western Australian Academy of Performing Arts and has extensive experience in teaching communications and presentation skills. She works with the City of Sydney to deliver acting classes and Workshops.


text:
Q: Show continuity with respect to metric The image
$d\colon C([a,b])\times C([a,b])\to \mathbb{R}_{\ge 0}\\
(f,g)\mapsto \{\sup |f(t)-g(t)|,t\in [a,b]\}$
defines a metric on the set of all continuous functions. I want to show that
$\Phi_x\colon C([a,b])\to \mathbb{R}\\
f\mapsto f(x)\\
x\in[a,b]$
is continous. I used the absolute value metric on the field of real numbers.
For an arbitrary $\epsilon >0$ I can find a $\delta >0$ that
$|f(x)-g(x)|\le \sup |f(t)-g(t)| <\epsilon$ holds if I choose $\epsilon = \delta$, thus the function is continuous.
Is this correct?

A: In the sup metric it's quite obvious that for any $x \in [a,b]$: $|\Phi_x(f)| \le \sup\{|f(t): t \in [a,b]\}= ||f||_\infty$, as the sup of a set is an upperbound for it.
As we have a linear map $$|\Phi_x(f) - \Phi(g) | = |\Phi_x(f-g)| \le || f-g||_\infty = d(f,g)$$
So for any $\varepsilon > 0$ and any $g$, we show continuity of $\Phi_x$ at $g$ by picking $\delta = \varepsilon$, then by the above inequality $d(f,g) < \delta$ implies $|\Phi(f) - \Phi(g)| < \delta = \varepsilon$ as well.