text:
Home › HB Features 2018
Remy Ma, Kavanaugh & President Trump Are Exactly Why Sexual Assault Survivors Don't Speak Up
Remy Ma thinks sexual assault victims have a "responsibility" to report the incident within a certain time frame.
Sade A. Spence
Source: Andrew Lichtenstein / Getty
In the wake of Brett Kavanaugh's sexual assault hearings and Bill Cosby's sentencing, "State of the Culture" host Remy Ma blamed the victims when discussing her thoughts on the 60 women who alleged Cosby had violated them. Remy said she thinks some women were lying after all these years and have a "responsibility" to report the incident after it occurs
"I feel 60 is a lot. I find it hard to believe out of 60 women, all of y'all were scared," she questioned incredulously on the Revolt TV talk show. When Joe Budden asked if she thinks her comments might come off as insensitive she answered, "It's not insensitive. Like I said, I don't condone rapists, after you rape one person, it's too many…" Victim-blaming aside, contradictory much?!
"Unfortunately, part of the procedure is convincing people about what happened," she added.
Co-host Scottie Beam, a victim of attempted sexual assault countered, "You speak for you, you don't speak for the 60 women who accused him."
"It's a traumatic experience," Scottie passionately continued. "It's not fair for you to say you gotta come out and say something to save other women… you can't even save yourself at that moment."
Remy answered back, "As women, we need to stand up a little more. Don't be scared to come out. As women, this always underlying 'I'm scared, I was afraid, I was this..' I think they are valid. But I think as women, we have a responsibility as well, not just to ourselves, but to other women."
Well, let just point out a few facts sis.
While there are people who might take advantage of a sensitive situation, for those who it really happened to, the situation shouldn't be taken lightly. Assuming these women are liars is exactly the problem with rape culture. Demanding victims recount every skin-crawling detail and be medically examined in the same places they were just violated in in efforts to prove that they were abused immediately after it happens is choosing to overlook how traumatic the event was in addition to the damaging physical and psychological agony that accompanies this real life trauma.
As the National Center for PTSD explains, "In the time just after a sexual assault, many women report feeling shock, confusion, anxiety, and/or numbness. Sometimes women will experience feelings of denial." RAINN (Rape, Abuse & Incest National Network) also reports, "Recovering from sexual assault or abuse is a process, and that process looks different for everyone. It may take weeks, months, or years: there's no timetable for healing."
I repeat with numerous clapping emojis, "There's no timetable for healing!"
Remy Ma also alluded to the fact they she had been in "situations" that could've lead to rape or something of the sort, which makes her statements even more crushing to hear. Blaming instead of sympathizing. So no, please don't align the deadline for me to submit this op-ed with the time a survivor has to relive their pain. I understand Remy is calling for justice, but victim-shaming is never the answer. This is the very reason survivors are afraid to speak their truth.
On the world's stage, Dr. Christine Blasey Ford's testimony of sexual assault against Supreme Court Justice nominee Brett Kavanaugh was mocked by the President of the United States of America at a campaign rally in Mississippi on Tuesday. This definitely doesn't help either.
"I had one beer. Well, do you think it was — nope, it was one beer. How did you get home? I don't remember," he mimicked to a laughing crowd. Ford may not remember the house she was at, but she said she's 100% sure it was Kavanaugh and as the National Sexual Violence Resource Center cites, the prevalence of false rape accusations sits at a low 2-10%. Regardless, she's being shamed in front of the entire country by a man who is also accused by at least 20 women of sexual assault and sexual harassment since the 80s and he's still the leader of the free world.
This is just a harsh reminder that we live in a society where victims have to persuade others to believe their pain and trauma is real amidst their own tormenting thoughts of denial, depression, anger, embarrassment, and a multitude of other emotions while the alleged perpetrators lead the country. At a time like this, the last thing we need is another woman with a platform using it to encourage the horrible victim-shaming mindset of rape culture.
To survivors of sexual assault or attempted sexual assault, you are not alone and you don't have to suffer in silence.
Survivors of sexual assault can call the National Sexual Assault Hotline to talk to a trained staff member at 1-800-656-HOPE (4673). Survivors can also chat online with trained staff members at https://hotline.rainn.org/online/.
Timeline Of R. Kelly's Sexual Assault Accusations
7 Things To Watch For At Trump's First State Of The Union Address
Breaking: Bill Cosby Found Guilty On All Counts Of Sexual Assault
kavanaugh	, Remy Ma	, Trump


text:
Henry Clay High School 1981-1984 A graduate of Henry Clay High School, Steve was a member of the 1983 KHSAA State Champion ship team coached by Hall of Famer Al Prewitt. Steve's high school career accomplishments were numerous. Having been named All-City multiple times, he was also named 1st team All-State 1983 and 1984, Street & Smith All-American, and 1st team Converse All-American. He is the all-time leading scorer in Henry Clay High School history with 1828 points and capped off his career by being named Mr. Kentucky Basketball in 1984. Steve continued his playing career at Western Kentucky University.
July 27, 2019 By kybbhof
Henry Clay High School
A graduate of Henry Clay High School, Steve was a member of the 1983 KHSAA State Champion ship team coached by Hall of Famer Al Prewitt. Steve's high school career accomplishments were numerous. Having been named All-City multiple times, he was also named 1st team All-State 1983 and 1984, Street & Smith All-American, and 1st team Converse All-American. He is the all-time leading scorer in Henry Clay High School history with 1828 points and capped off his career by being named Mr. Kentucky Basketball in 1984. Steve continued his playing career at Western Kentucky University.

redpajama_set_name: RedPajamaCommonCrawl


The purchasing power of the consuming class is greater than their paper incomes suggest. Actual consumption patterns indicate that a large percentage of middle class households evade tax by not declaring major portions of their income. This hidden wealth helps to explain the sustained demand for cars, clothes, cosmetics, entertainment, leisure and real estate. An indicator of actual spending power is that prices for quality products and services are comparable to those in the USA. For example, dinner in up-market Delhi restaurants costs about $40 per person.
Understanding the attitudes and aspirations of the different segments of India's consuming class is as crucial to success as is calculating marketplace size. Companies active in a wide range of sectors (consumer electronics, cars, childrenÕs toys, fast food and cosmetics), report that the willingness of the target consumer pool to pay premium prices for brand image had been greatly exaggerated. Price is as important as elsewhere. Further, new entrants simply underestimated the ability of Indian companies to respond quickly to competition. A personal care company tried to carve out a niche as a premium brand (mainly by charging high prices), but without launching its own prestige range. The tactic was resented by the target consumers who were familiar with 'real' premiums from foreign travel and the media. An established Indian company saw its opportunity. It attacked at both ends of the market by launching a prestige brand at double its competitor's price and a lower range at half the price.
Promising Market Prospects The Indian market will continue to grow due to the rising incomes of the ever larger number of middle-class and urban consumers. But despite the high concentration of wealth in urban areas, the rural market,where three quarters of Indian live, is important. For example, the rural market for shampoo is three times the size of the urban. Companies report that rural demand is rising fast. According to the Economist sales of soap by Unilever are growing twice as fast in the countryside as in the cities; Benetton says that 75% of its expansion will be in small towns.
There are huge opportunities for cosmetics companies. The low market penetration of many personal care products leaves room for growth. Current consumption of many products is well below that of more developed countries in Asia. For example, only 4% of Indian women use home hair dyes compared with 42% of their Japanese counterparts.
Service marketing, such as point-of-sale advice and counselling, boosts sales of personal care products. Companies employ trained counsellors to grow sales of premium products and brands in the specialist channel. Counselling, they report, is crucial to overcoming women's lack of familiarity with, and fears about, personal care products such as home hair permanents and colour cosmetics.
Vol. 2.No. 3a. MCMXCIX Copyright © 1999 Diagonal Reports Ltd.


text:
Tom Kelly is a British actor, noted for his roles in television.

He appeared in three Doctor Who serials (The Face of Evil, The Sun Makers and The Invasion of Time), as well as Blake's 7, Sapphire & Steel and Dempsey and Makepeace.

External links

Year of birth missing (living people)
Living people
Place of birth missing (living people)
British male television actors
20th-century British male actors

redpajama_set_name: RedPajamaWikipedia


text:
HARMONY BIOSCIENCES OPENS APPLICATIONS FOR 2022 PROGRESS AT THE HEART PROGRAM
Program will award funding to select applications from non-profit organizations addressing disparities in rare neurological disease and sleep disorder communities
PLYMOUTH MEETING, PA, April 7, 2022 — Harmony Biosciences Holdings, Inc. ("Harmony") (Nasdaq: HRMY), a pharmaceutical company dedicated to developing and commercializing innovative therapies for patients living with rare neurological diseases, is now accepting applications for the second annual Progress at the Heart program, which funds innovative programs that address disparities, injustice, and inequities in the rare neurological disease and sleep disorder communities.
People with rare neurological diseases often have limited access to diagnosis, treatment, and care. The disparities can be even greater for people from underrepresented ethnic or other minority groups in both access to care and underrepresentation in research and clinical trials. Together, these disparities make timely diagnosis and adequate treatment exponentially harder, potentially resulting in serious health consequences.1 Sleep deficiencies, which include insufficient or long sleep duration, poor sleep quality, and irregular timing of sleep, are disproportionately distributed among populations that experience health disparities in the United States.2
"At Harmony Biosciences, we are committed to supporting efforts that aim to counteract the systemic inequity, injustice and unequal treatment of underserved communities," said Cate McCanless, Harmony's Chief Corporate Affairs Officer. "In 2021, we launched Progress at the Heart to recognize programs that address these objectives and we're proud to continue our support for community and education-based solutions that improve the lives of people living with rare neurological diseases and their families."
Harmony Biosciences is now accepting 2022 Progress at the Heart applications that focus on one or more of the following categories:
Community Programs: People-centered, community-led programs to improve awareness and treatment in the sleep disorder and rare neurological diseases with sleep deficiencies communities and help achieve greater equality for underrepresented ethnic or other minority groups
Education: General public and healthcare provider education and programs that increase awareness and decrease time to diagnosis of sleep disorders and rare neurological diseases with sleep deficiencies found in underrepresented ethnic or other minority groups
Public Health: Creation of or modifications to public policies that impact underrepresented ethnic or other minority groups
Other proposals that help achieve greater equality within rare neurological disease communities
Harmony Biosciences has two open application periods from April 7-May 20 and from May 31-August 19. Notifications will be sent to awardees by July and October 2022, respectively. The applications will be reviewed by a cross-functional team of Harmony Biosciences employees. Proposals will be evaluated based on a standard set of review criteria, which will include the quality of the application, creativity of the solution, and the organization's infrastructure and past program successes. For more information or to submit an application, please visit https://www.harmonybiosciences.com/funding-programs/progress-at-the-heart. Any additional questions can be directed to progress@harmonybiosciences.com.
#RiseForRare. The Rare Disease Diversity Coalition website: https://www.rarediseasediversity.org. Accessed March 16, 2021.
Jackson CL, Walker JR, Brown MK, Das R, Jones NL. A workshop report on the causes and consequences of sleep health disparities. Sleep. 2020;43(8)zsaa037.
About Harmony Biosciences
Harmony Biosciences is a commercial stage pharmaceutical company headquartered in Plymouth Meeting, PA. The Company was established by Paragon Biosciences, LLC, and is focused on providing novel treatment options for people living with rare neurological diseases who have unmet medical needs. For more information on Harmony, please visit the company's website: www.harmonybiosciences.com.
ICR Westwicke


Listen to all music and sounds of n8wandler and follow this user by signing in for free. You can listen to 6 tracks and mixes and follow this user as 42 did before. This artist liked 12 tracks, followed 42 others and reshared 0 tracks and mixes. 37 other people are following this page too.


We got sent a press release last week which seemed to be burning a hole in my inbox having seen it pop up on various sites in quick succession. Having had a chance to look through the release and the images that coincide with it, I'm now glad I didn't bury this at the bottom of the pile.
Brandalism is the work of 24 International artists who have completed the world's first collaborative 'subvertising' campaign on outdoor billboards across the UK. The aim of this project is to challenge the destructive impacts of the advertising industy.
Big players including Ron English, Robert Montgomery, Broken Fingaz, Know Hope and Paul Insect have all contributed their skills and art works, with the series of works installed by a guerilla team. All of this, just a fortnight before the London 2012 Olympic Games. The total of 35 anti-advertising artworks were installed in Leeds, Manchester, Birmingham, Bristol and London.
Touching on a slew of social issues including debt, the environment, body image, consumerism, cultural values and last summer's riots, the artworks are a response to government reports and the recent think tank reports that have opened the ethical debate regarding advertising and it's inherent, detrimental impact on our cultural values.
Here at UKSA, we agree with the guys that the strict enforcement of the branding regulations for the forthcoming Olympic Games, mainly for the commercial interest of each particular brand, led to a lot of the responsed-based artwork you see here.


Let's start by saying I am a mom. Like most women who have given birth, I have suffered from skin changes. This ranges from dryness to a few unforeseen stretch marks. Thank goodness we live in a new day and time that celebrates all facets of being a woman!
Belli Beauty is a company that specializes in providing luxurious skincare solutions for all ages. The company creates a variety of products to help with tired eyes, tightening pores, and sunscreen. I received the Fresh Start Pre-Treatment Scrub to share and provide a review.
If you're an avid reader of this site (and viewer of lifestyle segments) you know that I adore multi-tasking products because they save time. The Belli Beauty Fresh Start Pre-Treatment Scrub can be used on the face and body to prevent anti-aging.
Hello. I am here for all of this! I used the product during my shower and applied lotion immediately afterward. My skin appeared brighter and more nourished. I suggest this product to new moms or anyone that's seeking healthy skin.


text:
Livestreamed on this page Friday, December 16 at 7:30 a.m. PST (Los Angeles) / 10:30 a.m. EST (New York) / 3:30 p.m.-5:30 p.m. GMT (London) / 16:30 CET (Paris/Warsaw) / 17:30 EET (Bucharest)
The Fatherkillers
A Debate with Five Polish Women Theatre Directors
Produced With
Adam Mickiewicz Institute
POLSKI: Aby usłyszeć tłumaczenie użyj słuchawek lub tak ustaw balans dźwięku, aby słyszalny był tylko prawy kanał. Help.
FRANÇAIS: Branchez un casque ou réglez la balance du son de votre ordinateur vers la droite pour écouter cette vidéo en français. Help.
ENGLISH: Use headphones or adjust your computer's sound balance to the left in order to listen to this video in English. Help.
The Adam Mickiewicz Institute (Poland), Alternatives théâtrales: La revue du théâtre contemporain (Belgium), and Galerie Hus (France) presented The Fatherkillers—a debate with five Polish women theatre directors. Friday 16 December 2016.
In Twitter, follow @HowlRoundTV and use #howlround.
In connection with the Krystian Lupa Portrait at this year's Festival d'Automne in Paris, the Adam Mickiewicz Institute presents the work of five female "fatherkillers." The term, taken from a book by Piotr Gruszczyński about the generation of stage directors who "killed their fathers" and came into their own in the late 20th century, is now being applied to female stage directors and/or dramaturgs who have made their mark on Polish theatre. Following in the footsteps, but never overshadowed by "fathers" such as Krystian Lupa or Krzysztof Warlikowski, they have created a unique artistic idiom of their own.
Debate: The Fatherkillers
Friday, December 16 at 7:30 a.m.-9:30 a.m. PST (Los Angeles) / 10:30 a.m.-12:30 p.m. EST (New York) / 3:30 p.m.-5:30 p.m. GMT (London) / 16:30-18:30 CET (Paris/Warsaw) / 17:30-19:30 EET (Bucharest)
Debate followed by a screening of photos.
With Polish theatre directors Anna Karasińska, Magda Szpecht, Anna Smolar, Katarzyna Kalwat, Weronika Szczawińska
Introduction: Joanna Klass, Theatre and Dance Programs, Adam Mickiewicz Institute
Debate moderated by: Piotr Gruszczyński, dramaturg Nowy Teatr, and Sylvie Martin-Lahmani, co-director of Alternatives théâtrales
Translation: Agnieszka Zgieb
Joanna Klass, Institut Adam Mickiewicz:
During any retrospective dedicated to a great artist it is always worth asking: What now? Whose turn is it next? Can we discern the direction in which the world is inexorably heading? Since we might prefer, like Borges, to perceive the world as a garden with many bifurcating paths, we will be presenting just one of the possible paths leading through the tangle of the theatre scene today, or, actually, five singular, quite unique paths. As we are, once again, living in times when History outpaces the imagination, strong words seem to be in order. That is why I have not hesitated to call this evening "Patricides"—in reference to Piotr Gruszczyński's seminal book about the generation of Polish stage directors who came into their own around the 1990s. In deference to Mickiewicz's Forefathers' Eve and to Macbeth, I am hereby summoning Witches in the hope that they can answer the question posed by the Patron of our Institute, the great Polish poet who lived and worked here in Paris: "Darkness, stillness all around. What happens now? What happens now?"
Piotr Gruszczynski, Dramaturg, Nowy Teatr:
Theatre has been around for centuries, but only because it feeds on continual protean change. A generation-based approach has been criticized on many occasions, so there is no point in it, and yet there is. In Poland, artists born late enough to know communism only from family anecdotes and textbooks have today come on stage. This is even less important than the fact that they consider capitalism not a dreamed-of paradise, but an existing condition, a system to be criticized or, better yet, undermined. Moreover, Europe's unrelenting economic crisis and, lately, an expanding crisis of democracy, slowly turning the latter into a dictatorship of the majority, make it necessary not only to rethink the content, but also the form of artistic productions. Art develops as a continuum—a dialectic, a polemic, or a break with the old.
I don't know why it is only in recent years that the voice of women has become clearly audible in Polish theatre. They were always there, but never so numerous and strong! Now they have turned the switch of discourse. They have committed patricide or simply shed their fathers' curse like true Shakespearean heroines. Each in her own way. They are certainly worth visiting.
About the directors:
Magda Szpecht
Statement: Art as a space where we have more freedom than anywhere else.
Bio: Born in 1990. Theatre artist, author of installations, and theatre productions. Currently a student at the State Drama School in Kraków, she graduated in Journalism (creative writing) from the University of Wrocław. Director of dolphin_who_loved_me, which won the Jury's Prize at the 100° Festival in Berlin and was also staged in Marseilles, Hannover, Warsaw, and Bucharest. Resident of the NEDRAma Festival in Sophia. She has put on The Possibility of an Island (TR Warszawa, 2015), Schubert: A Romantic Composition for 12 Performers and a String Quartet (Dramatic Theatre, Wałbrzych, 2016) and the object-installation Internal Monologue: How to Achieve Zen by Practicing the Forest (National Old Theatre, Kraków, 2016). Her most recent work, the performative installation Why I'm Not Writing You, based on Goethe's The Sorrows of Young Werther, premiered on 16 November 2016 at the Juliusz Osterwa Theatre in Lublin.
Katarzyna Kalwat
Statement: Designing productions around a topic is an important part of my theatre, combining installations, video, open rehearsals, concerts, and experiments. The aim of diversifying means of expression and forms within one project is to uncover controversy so that the viewer can get as close as possible to a given subject.
I explore the real-life stories of people. I recently directed Holzwege at the TR Warszawa, a play about the work of Tomasz Sikorski, recognised as a precursor of minimalism and sonorism in European music, as well as Reykjavik '74 at the Horzyc Theatre in Toruń—a project about a group of young people who confess to a crime they haven't committed. I always start with facts, a documentary material full of contradictions and mutually exclusive claims. During rehearsals, together with the dramaturg Marta Sokołowska and the actors, we become members of an experimental investigative team and conduct a kind of investigation. Then, during the performance itself, in front of the audience, we try to reconstruct the events based on the evidence gathered; we also try to reconstruct the characters. An indispensable element in the whole process are fictitious scenes created by us, showing the characters' dreams or fantasies for example, which were not part of the actual events but allow us to get closer to the real moments. The process of reconstruction is not about discovering the truth of the events, but about searching for it. Like other art forms, theatre—because of its artificiality and fiction—gives us the best means of accessing the truth, although on the surface it takes us away from it. I am particularly fascinated by the spectral, virtual nature of our truths, by history as a simulacrum, and by the creation of phantasms.
My most recent projects are coming to life in cooperation with Marta Sokołowska, scriptwriter, dramaturg, and co-author of my productions. Based on actors' improvisations but also a pre-written text, we create material that the actors perform into being before the audience's very eyes. In this world, the actors represent different levels of signification, as characters, but also because they draw on their personal experience, sensitivity, and talent. My productions might give an impression of performance, of open rehearsal, although they are strictly planned dramatic and stage structures with the actor in the middle.
Bio: Graduate of the National Academy of Dramatic Art in Warsaw (Directing) and of the Jagiellonian University in Kraków (Psychology). Recipient of a French government bursary. Assistant to Krystian Lupa from 2009 to 2011. Her latest project Holzwege, about the work of Tomasz Sikorski, is currently playing in Warsaw. The project was awarded in this year's state competition for the Staging of a Contemporary Polish Play. She has worked for TR Warszawa, the Polish and New theatres in Poznań, and the Juliusz Słowacki Theatre in Kraków.
Anna Karasińska
Statement: I try to make my productions "have an impact" rather than "tell a story." To make them into events that play themselves out in the here and now. I break down the "viewer–play–actor" narrative so that people can really see and interact with one another.
When I do a production, I plan what's going to happen for each of those taking part; the audience; and how to achieve this. I don't think too much about the topic—the topic is merely one of my devices, a "cover" for the mechanism I am setting in motion. I am interested in using art as a means of getting people to let go. In my productions, I try to keep the viewer in a state of ambivalence, amusement, and alarm, continually fooling their intellect. By setting up unobvious situations, I try to make viewers slide into the absurd and experience freedom from being controlled by the intellect, rock-solid concepts, binding narratives, and meanings. I think that loosening up the notions of what we consider real and obvious is the most powerful tool to change the world.
Bio: Born in 1978. Graduate of the Film School in Łódź (Directing). She also studied philosophy at the University of Łódź and the Strzemiński Academy of Art in Łódź. Her fictional and documentary short films were shown at dozens of festivals around the world and garnered several prizes. Her 2015 production Ewelina Cries at TR Warszawa was hailed one of the best productions of the season and received several theatre awards. Her Second Performance at the Polish Theatre in Poznań was also praised by critics. In November 2016 she put on Birthday as part of the Komuna Warszawa Microtheatre series.
Anna Smolar
Statement: I create theatre because I've always had a problem with talking to people. In theatre, I look for the moments when something is revealed, when acting ceases to be acting. My last productions are documentary. I am interested in what happens when an actor starts their work from encountering a live person, when the performance becomes rooted in the real, the things that motivate us here and now as a collective. I see the cast as a microcosm of the collective. Recently, I have been proposing that the actors become co-authors of the script. I am interested in their opinions on a given matter, their sensitivity, and choice of words. Together we look for tools and a personal language that can draw others into a dialogue.
Bio: Polish-French theatre director, translator. Graduate of Literary Studies at the Université de Paris-Sorbonne, she also completed acting school at the Sudden Théâtre. In 2001, she founded the ensemble La compagnie Gochka with which she put on productions until 2004.
In Poland, she has directed Paul Claudel's L'Échange, Albert Camus's The Stranger, Jean Giraudoux's The Madwoman of Chaillot; she worked at the New Theatre in Warsaw on several occasions, including on a staging of Joël Pommerat's Pinocchio.
Her latest production, The Worst Man in the World, based on Małgorzata Halber's book, premiered on 26 November in Kalisz. In 2016, she received a director's award for her production The Dybbuk within the framework of the Ministry of Culture competition for the Staging of a Contemporary Polish Play. Her production Jewish Actors received the Grand Prix at the Kontrapunkt festival in Szczecin in 2016, and the main award for the cast at the Kalisz theatre festival. She has worked as an assistant to Krystian Lupa, Jacques Lassalle, and Andrzej Seweryn. In film, she has worked with Agnieszka Holland and Kasia Adamik.
Author of the French translation of Grażyna Jagielska's book Miłość z kamienia (Amour de pierre / Love of Stone).
Weronika Szczawińska
Statement: The female artist has to recognise the moment and the situation she is part of; recognise the balance of forces in which she is entangled. A theatre director should first and foremost be concerned about a powerful message and the well-being of her cast and crew - because there is no contradiction between individualism and community—in theatre, they should propel one another. The artists from the Artists' Union of the Paris Commune were right to say that creativity is joint "action towards personal renewal, giving birth to shared luxury, future splendours, and a Universal Republic."
Bio: Director, dramaturg, cultural scholar. Graduate of the Interdepartmental Individual Studies in the Humanities programme at the University of Warsaw. She studied theatre directing at the National Academy of Dramatic Art in Warsaw and holds a PhD in the Humanities. Artistic Director of the Bogusławski Theatre in Kalisz.
She works in theatres all over Poland and in association with art galleries. She creates performances, texts, and installations in cooperation with Agnieszka Jakimiak, Krzysztof Kaliski, and Piotr Wawer Jr. Nominated for a Polityka passport in 2014.
She has directed: Jackie. Death and the Maiden, Jaracz Theatre in Olsztyn, 2008; How to Be Loved, the Baltic Dramatic Theatre in Koszalin, 2011; RE//MIX Zamkow, Komuna Warszawa, 2012; The Golf Genius, the National Old Theatre in Kraków, 2014; Area of Study: Literature for Girls from Poznań's Jeżyce District, CK Zamek in Poznań, Komuna Warszawa, 2014; The Wars I Haven't Lived Through, the Polish Theatre in Bydgoszcz, 2015; Pornography of Late Polishhood, Galeria Labirynt in Lublin, 2015; K. or Memories of the City, Bogusławski Theatre in Kalisz 2016.
About HowlRound TV
HowlRound TV is a global, commons-based peer produced, open access livestreaming and video archive project stewarded by HowlRound, a knowledge commons by and for the theatre, arts, and cultural community. The channel is at howlround.tv and is a free and shared resource for live events and performances relevant to the world's live arts fields. Its mission is to break geographic isolation, promote resource sharing, and to develop our knowledge commons collectively. Follow and use hashtag #howlround in Twitter to participate in a community of peers revolutionizing the flow of information, knowledge, and access in our field. Our community uses the Creative Commons Attribution 4.0 International License (CC BY 4.0). You can become a producer and co-produce with us. Learn more by going to our participate page. For any other queries, contact @HowlRound on Twitter, email tv@howlround.com, or call Vijay Mathew at +1 917.686.3185 Signal/WhatsApp. View the video archive of past events.
Find all of our upcoming events here.


The great thing about Taco Bell, Pizza Hut and and KFC all being owned by the same company is that you can go to hybrid restaurants and buy food from more than one of these fast food chains at a single location. As great as being able to order a Gordita Supreme with a side of Pizza Hut breadsticks or a KFC Double Down with some Taco Bell cinnamon twists for desert is though I really feel like they're missing out on a huge opportunity by not having anything on their menu that combines foods from their multiple restaurants into one item, so I decided to do something about it.
I headed over to a Pizza Hut / Taco Bell for lunch recently and purchased a Cheesy Double Decker Taco from the Taco Bell side of the menu and a Personal Pan Pizza from the Pizza Hut side and suddenly the Triple Decker Personal Pan Taco was born! It's quite easy to make actually, since all you have to do is fold the pizza around the taco. The only problem I ran across with this new fast food creation was that since the pizza is pre-cut into four slices it started falling apart as soon as I took my first bite. This could easily be remedied however by just not cutting the pizza at all.
So, if anyone from Yum! Brands (the parent company of Taco Bell, Pizza Hut and KFC) is reading this and you like my idea please feel free to use it. You don't even have to pay me or anything. I mean, if you want to give me some free food I obviously won't turn it down, but the Triple Decker Personal Pan Taco is my gift to you!
….i would like to try this.
Most of your posts are something that sounds tasty…..this is not one of those posts.
This one made me geek out for some reason. That said I'm seriously debating making myself one of these during lunch. I think I'll have to ask them not to cut the pizza.
Yeah, if you could get an uncut pizza it would work perfectly.


How was my weekend, a bit busy and a bit of a headache... Let me explain.
Saturday, saw me heading west out to the foot of the mountains to visit mum, and have lunch with her. It had been a little while since catching up with her, and it was great to see her again.
I then left her to go to Blacktown Olympic Park, which was the venue for the Baseball and Softball when Sydney hosted the Olympics. However, it is now more of a multi-purpose sporting facility, mainly AFL and Cricket being played on the main arena. It is also the (temporary) home for GWS AFL Club until they are included into the national competition in 2012, when they move to Homebush. I was here though, to see a mate have a run-on game, and I think he had a great game!
I had to leave though, about 1/3 through the last quarter so as I could meet up with my brother and a few friends for the Swans v Collingwood match. It was really touch and go as to making it on time, but I managed to get in with about 15 minutes to spare! However, the result was NOT a good one!
Sunday, I went to the bakery and grabbed some morning tea, before heading to see the B & SIL with M & W. They are doing some renovations there soon, and we chatted about these whilst having morning tea and coffee! I headed home with the best of intentions to do some gardening, however a rapidly hitting headache (which turned migraine) put that to a halt, and instead, I slept it off only waking to put Mr M out for a wee stop and to feed Miss J.
So, that was my weekend, I hope that yours was a good one!
I just KNOW this would NOT be the case with both Jasmine and Macc! Thanks MB for the link!
I know, I haven't posted for MORE than a few days, but in my defence, I have been busy! From general stuff back at work, to dinner with the girls who USED to work with me, delivering Passionfruits to blogging friends and visiting other friends and babies, then onto football (AFL) for my God-daughter and then getting my car cleaned and dropping off the SIL birthday present, and that was JUST the weekend!
Now, it's NOT where it was going to go (funny how when I was away, I had thought it was longer and was going to go somewhere else; but when it arrives, it just seems smaller...) so I decided to put it between the dressers and the bed. I think it looks fine here anyway!
Tomorrow is going to be a busy day, I have an appointment in the afternoon that should be 'interesting', so lets hope it goes well.
Today, I got a nice package in the mail. Well sort of, as I had to go to the Post Office to collect it. AND, it could not have come at a better time either! I have made GOLD with my preferred carrier, Emirates!
Here's the reason WHY I will not fly QANTAS again!
ME: Can I please get an additional sugar please?
ME: Yes, I realise this, but can I please have an additional sugar?
All of this was in front of my adjoining passengers, and both in front, behind and across the aisle. In fact, the gentleman in the seat across the aisle asked if I was OK and shook his head!
ME: Yes it is to each their own, and I would like additional sugar, thank you, and can I also have a Cabin Manager please?
At this point in time, I felt totally humiliated, and embarrassed and all I wanted to do was sleep... SO, QANTAS, I will be offloading my 160 odd thousand points as soon as I can, changing my Platinum CC to the one Emirates want me to have. At least their Cabin Crew are polite and fulfill all requests when made with a smile!
My last day in Honkers was a bit foggy... Literally! On the night before, there was a couple of lightening bolts, cracks of thunder and a bit of a downpour! So when I woke, and saw that there was fog over the peak near the hotel, I thought my day was going to be 'touch 'n' go'! But, I checked out, and got the taxi to the Hong Kong Central railway station, and to my surprise, I checked my bag there and then! ONLY, 12 hours EARLY!!!
Once we got to about halfway, we were in fog clouds that blew through, and by the time we got to the very top, it was even thicker!
Ngong Ping is Hong Kong's first ZERO plastic Shopping Bag Village, and I think they are very proud of this fact.
The flight home, well, that's for another post I think, once my complaint has been addressed!
When I finally got back to the hotel, I quickly had (another) shower and hit the streets to find some stuff, have dinner and check it all out. I did NOT find any stuff, I had a VERY cheap dinner, and I checked out only some of the nightlife. Guess I will have to come back for another visit!
Ok, that was a LONG flight from Helsinki, but I am here... I say long, as it was 9.5hrs, but I also got a little bit of sleep! Clearing immigration was such a breeze as well, now to get into central Hong Kong... After all is said and done, it was SO easy!
I got to the hotel, the hardest part was getting out of the Central Station due to traffic, but upon arrival, I checked-in and found myself on the 10th floor. The room, whilst comfortable enough, is all marble and glass. Even the wall of the bathroom is glass AND even from the shower into the bedroom is glass, so no modesty here!!
I had a shower, and hit the streets... I was on a task to get a 'Danbo'... I searched high and low last night without success... I am hoping that tonight, when I search low and then high, I might find one!
I also made the mistake of walking into a camera shop... $1,700HKD later, I have a new lens!
Tomorrow, I am heading off to the Happy Valley Race Course, before heading across to meet with Pako (I went to Uni with him) at the Hong Kong Jockey Club's, Sha Tin Race Course!


So I spent a few hours today at a meeting in a government official's office in Nagapattinam. Several people have gathered to plan an event scheduled for October 1 and 2, in some ways a response to the tsunami. It is also an effort to replicate and improve on a previous effort that demonstrably helped a village south of here escape the full fury of the wave.
The event will happen in a rectangular area of about 15 hectares on the coast. The area will be divided into 20 blocks. Each block will have 15 workers, plus seven volunteers and a supervisor. There will be about 5 liaison leaders, to take information between the control room and each block.
There will be six sheds for the workers and volunteers to rest and catch a little sleep. They will be about 500 square feet each; these, and the control room of about 200 square feet, will have to be erected beforehand. The control room will need an electricity supply to run a computer and a printer at least. Electricity will also be needed for lights in each block, likely 4 halogen spot lamps on poles to provide light for the work at night. There will also be 7 speakers, one for every 3 blocks, to make announcements.
Toilet facilities will be required for the workers and volunteers: temporary toilets will be required on the site. Food: a community kitchen in a nearby school is the best solution. Packets for the workers and volunteers will be delivered to them so that they don't need to interrupt their work; two sizes of packets because the workers will need more food. The others who visit – a total of at least 500-600 more are expected – will visit the kitchen for their food. There's some discussion about the menu: the consensus is on simple idli and various kinds of rice preparations (lemon rice, pongal, sambar rice, curd rice). Tea and biscuits will be supplied constantly. There will have to be tubs, with handles so they can be carried by two volunteers at a time, to ferry the food packets to the workers.
The 20 supervisors, the liaison leaders, the team of observers and a few others will need walkie-talkies; 40 are deemed sufficient. Ropes will be required to mark out the boundary of the area as well as each plot. In addition, at least one rope per plot, knots tied in it at the appropriately measured intervals. The volunteers will also need supplies of chalk powder to mark spots on the ground. Some question about whether this needs to be coloured; the last time it was near-white soil, so white chalk would not have done. But this time the soil is browner, someone assures us.
There will have to be a medical team on standby, with a doctor and nurses, and possibly an ambulance. In addition, there will need to be coordination with fire, health and other municipal departments.
Water is a big issue. Suggestion is to provide several 500 litre plastic water tanks with taps, perhaps one per plot, refilled every few hours by tankers. No plastic or paper cups, which at the end of the event will inevitably litter the whole area. Instead, provide steel cups and a place for washing them. The volunteers in each plot will also have gunny sacks for collecting the litter from the food packets and they will drop these in a garbage bin, which will also have to be brought to the site.
Transport is a major issue. The workers will reach the site on their own, since they live close by. But for what they are working with, some 15 tractors will be required, each doing 20 round trips over two prior days. Plus a van to transport the food, and buses for volunteers, and a few other vehicles for miscellaneous running about.
And finally, because this is a requirement from London, somebody to do videotaping. Likely the same fellow who did it last time, but someone is going to check around for others.
What's this all about? Watch this space.
I don't have any links to sources but you should ask around to find someone can supply an eclosed waste/recycling system so use can make a small amount of fuel from the excrementary waste.
I'd love to have one in my house. Whoever comes up with it would be rich quite soon. And there'd be less clean-up after the rebuilding project moves on.
I'll keep lookin' for one as well.


In what speed you are able to drive?
There are two types of people in this world, those who drive fast and those who drive in a normal speed, but there's always that adrenaline rush in ourselves that makes us hit the pedal and enjoy the beauty of fast life. The fun and what we really want to do and what we are able to do, it's another subject. We will help you to understand, in what speed you're able to drive, take this quiz to see the results.


text:
Global Marketing: A Decision-Oriented Approach
Hollensen, S.,5/e (United States, Prentice Hall/Financial Times, 2010)
Select a Chapter 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
Global Marketing in the Firm
CANADA GOOSE: THE SOUTH KOREA OPPORTUNITY
June Cotte, Jesse Silvertown
Canada Goose was a Canadian maker of high-end winter outdoor clothing that was available in 40 countries. The company's CEO was considering entering the South Korean market, which would entail resolving several problems. There were distributor complications, and it was unclear which style of jacket to sell to the new customer groups. Finally, deciding how to position Canada Goose in order to reach the two target groups for Canada Goose in South Korea was something that had bothered the CEO ever since he had first received the market research. Those issues aside, the firm also had to consider how the current state of the company, both in North America and Western Europe, would impact the success of a full-scale entry into South Korea. The CEO was excited for the opportunity for Canada Goose in South Korea, yet he was unsure how to maximize growth while positioning the brand as strongly as possible.
Issues: New Market Entry; Winter Outdoor Clothing; Canada; South Korea
HTC CORPORATION: A SMARTPHONE PIONEER FROM TAIWAN
Shih-Fen Chen, Lien-Ti Bei
The case describes how HTC, a pioneer in mobile computing from Taiwan, evolved from a local subcontractor of personal data assistants (PDAs) to a global player in smartphones. It analyzes the successful transition of the company from an anonymous supplier of Western clients (such as HP and Palm) to a brand marketer that is considered a major threat to Apple Computer. The key issue in this case is the introduction of the HTC brand in products delivered to network operators worldwide, such as AT&T, British Telecom, NTT DoCoMo, Rogers, Verizon, and Vodafone. Unlike most subcontractors in Asia that encountered strong resistance or even harsh retaliation from their current clients, HTC had the support of many Western buyers in the introduction of its own brand name. This case identifies the structural issues between a subcontractor and a client that can potentially dictate the branding status of the final product sold to end-users — specifically, when a subcontractor should remain anonymous to end-users and when it should appeal to end-users by branding its own product.
Issues: Outsourcing; Branding Strategy; Subcontractors; Smartphones; Personal Data Assistants; CNCCU/Ivey
Initiation of Internationalization
RUTH'S CHRIS: THE HIGH STAKES OF INTERNATIONAL EXPANSION
Ilan Alon, Allen H. Kupetz
In 2006, Ruth's Chris Steak House was fresh off of a sizzling initial public offering and was now interested in growing their business internationally. With restaurants in just four countries outside the United States, a model to identify and rank new international markets was needed. This case provides a practical example for students to take quantitative and non-quantitative variables to create a short list of potential new markets.
Issues: Market Strategy; International Business; International Strategy; Market Entry
Internationalization Theories
A CRACK IN THE MUG: CAN STARBUCKS MEND IT?
Michael Herriman, Motohiro Wanikawa, Ryoko Ichinose, Shobhana Darak, Yumana Chaivan
After 20 years of rapid expansion, the last six months of 2007 saw Starbucks jolted by a decline in share price of 50 per cent and a decrease in customer visits. Its share price was hovering around $19 to $20. By mid-2008, it had declined to $18. Its fiscal first-quarter profit in 2007 rose by less than two per cent, and in January 2008, it announced the closing of 100 U.S. stores. In July, the number was increased to 600. The case was written to encourage classroom discussion and research into the company policy and marketing practices in order to discover the means for a possible turnaround of the company.
Issues: Operations Management; Expansion; Management Decisions; Licensing; Market Strategy
INFOSYS: THE CHALLENGE OF GLOBAL BRANDING
Jeff Saperstein, Padmini Murty, Viren Desai
Information technologies outsourcing is one the emergent fast-growth industries in the global high-tech economy. India is the leading country for IT outsourcing and Infosys is the largest Indian company in this sector. The branding challenge for Infosys is to leverage its reputation for predictable excellent results for information technology outsourcing. Management had identified overall company top-line revenue growth to achieve 30-40 per cent annual increases while allocating a negligible budget for marketing communications. Therefore, the key to the global brand strategy would not be through brand image advertising, but through communications of product strategy developments to large global IT outsourcing companies. The goal for Infosys is to be on the short-list of providers for the large, most sophisticated assignments for IT services to bid against IBM and Accenture, while leapfrogging over other competitors in the fast growing and fragmented information technology outsourcing market.
Issues: Brands; Marketing Communication; Corporate Strategy; Consulting
Development of the Firm's International Competitiveness
CARREFOUR CHINA, BUILDING A GREENER STORE
Andreas Schotter, Paul W. Beamish, Robert Klassen
Carrefour, the second largest retailer in the world, had just announced that it would open its first Green Store in Beijing before the 2008 Olympic Games. David Monaco, asset and construction director of Carrefour China, had little experience with green building, and was struggling with how to translate that announcement into specifications for store design and operations. Monaco has to evaluate the situation carefully both from ecological and economic perspectives. In addition, he must take the regulatory and infrastructure situation in China into account, where no official green building standard exists and only few suppliers of energy saving equipment operate. He had already collected energy and cost data from several suppliers, and wondered how this could be used to decide among environmental technology options. Given that at least 150 additional company stores were scheduled for opening or renovation during the next three years in China, the project would have long term implications for Carrefour.
Issues: China; Strategy Implementation; Emerging Markets; Environmental Business Management; Operations Management
SPLASH: READY TO MAKE WAVES?
Hari Bapuji, Niraj Dawar, Nigel Goodwin
Splash Corporation has been dubbed the next Unilever - not bad for a consumer packaged goods company that was started in a garage in the Philippines no more than 20 years ago. As one of the largest consumer packaged goods companies in the Philippines, it is now considering international expansion options. Should the company tackle the nearby markets of Indonesia and Malaysia, or should it look farther afield at the lucrative markets of Europe and North America? The company is not short of ambition but resources are scarce.
Issues: Consumer Goods; Strategy; Competitive Strategy; Internationalization; Nanyang
Global Marketing Research
ESTIMATING DEMAND IN EMERGING MARKETS FOR KODAK EXPRESS
Ilan Alon, David M. Currie
An executive must estimate the demand for Kodak Express outlets in various developing countries based on socioeconomic and demographic data about the countries. The case requires students to think about how to transform data on a national scale (GDP per capita, population, income distribution) into a form that is meaningful for a managerial decision — here, the number of outlets that could be supported by a country's market demographics. In this instance, doing so can be accomplished effectively through modeling on a spreadsheet.
Issues: Demand Analysis; Retailing; Franchising; Market Selection; Market Assessment; Microsoft Excel
3M CHILE - HEALTH CARE PRODUCTS (B)
Looking for a creative option to promote 3M products to medical professionals, a 3M Chile sales manager developed the idea of a first-aid kit or botiquin that could be used as a promotional gift. 3M Chile launched the product with a limited promotional budget. Sales quickly exceeded their expectations. Now 3M Chile must decide whether a more aggressive promotional campaign will work. (This case is a sequel to 3M Chile - Health Care Products (A), case 9A99A004.)
Issues: Marketing Research; International Marketing; Management in a Global Environment; Marketing Channels
The Political and Economic Environment
BAYER CROPSCIENCE IN INDIA (A): AGAINST CHILD LABOR
Charles Dhanaraj, Oana Branzei, Satyajeet Subramanian
AWARD WINNING CASE - Indian Management Issues and Opportunities Award, 2012 European Foundation for Management Development (EFMD) Case Writing Competition. This case explores value-driven strategy formulation and implementation by bringing to the fore issues of ethics, responsible leadership, social intiatives in emerging markets, and the global-local tensions in corporate social responsibility. It examines how Bayer CropScience addressed the issue of child labor in its cotton seed supply chain in rural India between 2002 and 2008. Bayer had been operating in India for more than a century. In December 2002, the Bayer Group completed the acquisition of India-based Aventis CropScience. Bayer CropScience first learned about the occurrence and prevalence of child labor in its newly acquired India-based cotton seed operations a few months post-acquisition, in April 2003. The Aventis acquisition had brought onboard a well-known Indian company, Proagro, which already had operations in the cotton seed production and marketing - a new segment of the supply chain for Bayer. Child labor was widespread in cotton seed production — a traditional practice taken for granted not only by Indian farmers but also by several hundred Indian companies then accounting for approximately 90 per cent of the market share. The (A) case focuses on Bayer's decision whether, when, and how to launch a self-run program that would take direct responsibility for tracking and eradicating child labor in rural India.
Issues: Emerging Markets; Strategy Implementation; Ethical Issues; Crisis Management; Corporate Responsibility; India
MONSANTO EUROPE (B)
This supplement to Monsanto Europe (A), product 9B02A007 discusses the non-acceptance to genetically modified products showing up in the poor performance of Monsanto's agricultural division, affecting its successful divisions and the survival of the company. In order to win back its respectable standing in the marketplace, Monsanto must develop new strategies to educate consumers and influence political decision makers in order to gain greater acceptance of its products.
Issues: European Market; International Marketing; Agriculture; International Trade; Northeastern
The Sociocultural Environment
LUNDBECK KOREA: MANAGING AN INTERNATIONAL GROWTH ENGINE
Paul W. Beamish, Michael Roberts
In 2005, the vice-president of Lundbeck, a Danish based pharmaceutical firm, needed to decide what to do with one of his most promising subsidiaries, Lundbeck Korea. Over its short lifetime, under the leadership of the country manager and the Asia regional manager, the subsidiary had grown well beyond the original goals set for it. The vice-president wanted to create a reporting structure and management mix that would balance the local demands that Lundbeck Korea required for growth with Lundbeck's overall strategy of specialization, speed, integration and results. The case also traces Lundbeck's internationalization efforts in Asia over the past 20 years. The company had grown from pure licensing arrangements to establishing its own country level subsidiaries. This case introduces the dynamic tensions between taking advantage of local management expertise and executing a corporate strategy developed for an entire global group. In addition, it illustrates the importance, but difficulties, of being sensitive to local management goals, while promoting a global corporate culture.
Issues: MNE Reporting Structures; International Strategy; Emerging Markets
MORGAN'S ROCK HACIENDA & ECOLODGE
Shuo Wang, Judy Siguaw, Penny M. Simpson
An upscale ecolodge in southern Nicaragua hopes to achieve a 53 per cent occupancy rate within three years of opening, and has hired a management company to prepare a marketing strategy. Despite its proximity to Costa Rica and its focus on providing a unique luxury vacation retreat for one of the fastest growing segments in the travel industry - the ecotourist - the hotel faces numerous hurdles. The greatest challenge is to overcome Nicaragua's negative reputation, based on its recent history of political and social unrest, still fresh in the minds of tourists. The hotel must also operate within the country's rural infrastructure, characterized by interruptions in the power supply, poorly maintained roads and below-standard sanitation. Additionally, Nicaragua does not have a pool of skilled employees to work in the high-end service industry. The effects of these factors on the hotel's market positioning and market penetration rate are addressed in the preparation of the marketing strategy.
Issues: Tourism; Market Analysis; International Business; Market Strategy
Robin Ritchie, Paul Artiuch
An historic hotel faces the twin challenges of seasonal demand and a decline in its most important market. The hotel's general manager is considering several expansion/renovation proposals to address these problems, each of which implies a different strategic focus. The decision is complicated by the fact that the hotel is located in world-renowned Banff National Park, an environmentally sensitive area administered by the Canadian government. Growing public concern over development in national parks implies that an overly ambitious expansion plan is likely to be rejected, yet this may be the hotel's last chance to add significant capacity for the long-term. The case demonstrates the role of social and political forces in business decisions, while underscoring the interdependency of target market, positioning and marketing mix decisions.
Issues: Market Analysis; Marketing Management; Sustainable Development; Tourism
The International Market Selection Process
EL MAWARDY JEWELRY: EXPANSION DURING A RECESSION
Marina Apaydin, Hend Mostafa, Sherif Ashraf Salem, Ali Tawfik, Jylan Sekaly, Lila Mehrez
El Mawardy Jewelry was an Egyptian jewelry company located in Cairo, Egypt. The company was able to attract many customers due to its variety of designs, high-quality products, and competitive prices. The friendly atmosphere and customized services provided by the salespeople helped the company gain a competitive advantage. The Mawardy family was able to build on its success and open different stores across Egypt. In 2009, the financial crisis hit Egypt and many businesses were negatively affected. Faced with this challenge and a goal to go international, the Mawardy family considered different possibilities. The company had many options, but decided to focus on Qatar and the United Kingdom. It needed to decide whether it was better to expand now or later. It also needed to consider where to expand first — Qatar or the United Kingdom.
Issues: International Expansion; Growth Opportunities; Gold; Jewelry; United Kingdom; Egypt; Qatar; Middle East
BIRZEIT PHARMACEUTICAL COMPANY: MARKETING FROM PALESTINE
Yara Asad, Ilan Alon
Birzeit Pharmaceutical Company (BPC), established in 1974, had successfully completed a number of mergers and had overcome challenges and development phases in order to secure a strong position in its local market, Palestine, as well as introduce a wide range of products in the export market. BPC's continuous success, despite political instability and continuous restrictions on its growth and expansion, led the company to focus beyond its local presence. Despite the growth of BPC and its financial solidity, it was very similar to other Arab businesses, which were reluctant to invest significantly and take big risks in growing outside their areas. BPC did not wish to risk large amounts of money, and instead chose to expand to new markets or introduce new niche products on a conservative basis. BPC invested in an Algerian packaging company in 2006 and aimed to meet its vision of growth by entering new markets and introducing new products. It wanted the packaging company to later grow to a manufacturing company, and accordingly to an export location. In a business environment that was characterized by quick decisions and high competition, the company needed to make faster decisions, invest more money, and choose a new path to secure its business development and growth. Competition in pharmaceutical manufacturing, especially among generics, was increasing greatly, and the faster BPC moved, the more competitive it would be.
Issues: Pharmaceuticals; Product Diversification; New Markets; Risk Management; International Marketing; Palestine; Algeria; Middle East
SPLASH CORPORATION (A): COMPETING WITH THE BIG BRANDS
Niraj Dawar, Nigel Goodwin
Set in November 2005, the case examines a company that has been extremely successful in several product categories in its own domestic market and is defending its market position against intense competition from powerful multinational corporations, emerging domestic rivals and newer low-cost alternatives. The multinational corporations include some of the world's most sophisticated marketing companies. The case may be used independently or with the supplement Splash Corporation (B): International Expansion, product 9B06A015.
Issues: Competing with Multinationals; Branding; Consumer Marketing; Nanyang
SPLASH CORPORATION (B): INTERNATIONAL EXPANSION
The Splash Corporation (A) case, product 9B06A014 focuses on the domestic Philippine market, particularly the competitive dynamics in the existing product lines of skin care and hair care. The Splash Corporation (B) case focuses on international expansion and the introduction of a new line of nutraceutical products. Both cases are set between late 2005 and early 2006 but deal with very different issues.
Issues: International Marketing; Growth Strategy; Competing with Multinationals; Branding; Nanyang
Some Approaches to the Choice of Entry Mode
FIRST ENERGY
Niraj Dawar, Ramasastry Chandrasekhar
In September 2011, the CEO of First Energy Private Ltd, a start-up enterprise in the alternative energy industry in India, is at a critical juncture. The company has commercialized the technology of biomass cook stoves and has been providing, since 2007, clean and affordable cooking solutions to customers in rural India. A marginal rise in the price of biomass fuel in early 2011 has, however, led to a steep fall in demand, making the continuance in the rural household market unsustainable. The company is at a disadvantage in the household segment because the competing product, liquid petroleum gas (LPG), enjoys a price subsidy provided by the federal government. First Energy has been quick to target a niche in the urban commercial market consisting of restaurants, eateries, and hostels. While the margins are high in this segment, the volumes are low. The company must therefore build scale to be able to service the investments in plant capacity, which is under-utilized. The case enables students to come up with strategies for the CEO for market expansion. They will also decide whether to exit from or hold on to the household segment, where the margins are low but the volumes, considering the imminent de-subsidization of LPG, will be high.
Issues: Sustainability; Alternative Energy; Business to Business Marketing; Customer Segmentation; Household Appliances; India
PHASE SEPARATION SOLUTIONS (PS2): THE CHINA QUESTION
George Peng, Paul W. Beamish
In mid-2010, the president and chief executive officer of Phase Separation Solutions (PS2) needed to address potential cooperative opportunities with separate Chinese organizations regarding its Thermal Phase Separation (TPS) technology. PS2 was a Saskatchewan-based small environmental solutions company that had grown under the president's entrepreneurial direction to become a North American leader in the treatment of soil, sludge, and debris impacted with various organic contaminants. The company specialized in the cleanup of two waste streams using its TPS technology. The first was the remediation of soil contaminated with persistent organic pollutants (POPs) such as polychlorinated biphenyls (PCBs). The second was recovering usable oil from industrial sludge generated in various industries such as the oil and gas industry.
Issues: Growth Option; Pollution; Technological Change; Joint Venture; Entrepreneurial Business Growth; Entry Mode; Canada; China
Export Modes
LOUIS VUITTON IN INDIA
Shih-Fen Chen, Ramasastry Chandrasekhar
The case portrays a subtle situation in international marketing - the marketing of a high-end brand into a low-income nation, or the expansion of Louis Vuitton into India. This luxury good marketer faced practical problems in India, such as the challenge of identifying potential customers, the lack of media to build its brand, and the absence of high streets to open stores. In Europe and the U.S., luxury goods are often sold through company-owned stores that cluster in a particular area of the city (i.e., luxury retail cluster). After opening a store each in New Delhi and Mumbai inside two luxury hotels, Louis Vuitton teamed up with other western brands to develop a shopping mall. The case is designed to explore the possibility of using a luxury mall as a replacement of luxury retail clusters.
Issues: International Marketing; Store Formats; Retail Marketing; Marketing Channels
SELKIRK GROUP IN ASIA
A family-owned brick manufacturer has built an export business to Japan and other Asian markets from zero to 10 per cent of its volume in seven years. The case examines the company's export strategy and organization in light of the recent Asian economic crisis and the reasons for their competitive success both in Australia and Asia. The managing director is raising the question of whether it is time to change their regional export strategy and organizational structure.
Issues: Organizational Structure; International Marketing; International Business; Exports
Intermediate Entry Modes
CIBC MELLON: MANAGING A CROSS-BORDER JOINT VENTURE
Paul W. Beamish, Michael Sartor
During his 10-year tenure, the president and CEO of CIBC Mellon had presided over the dramatic growth of the jointly owned, Toronto-based asset servicing business of CIBC and The Bank of New York Mellon Corporation (BNY Mellon). In mid-September 2008, the CEO was witnessing the onset of the worst financial crisis since the Great Depression. The impending collapse of several major firms threatened to impact all players in the financial services industry worldwide. Although joint ventures (JVs) were uncommon in the financial sector, the CEO believed that the CIBC Mellon JV was uniquely positioned to withstand the fallout associated with the financial crisis. Two pressing issues faced the JV's executive management team. First, it needed to discuss how to best manage any risks confronting the JV as a consequence of the financial crisis. How could the policies and practices developed during the past decade be leveraged to sustain the JV through the broader financial crisis? Second, it needed to continue discussions regarding options for refining CIBC Mellon's strategic focus, so that the JV could emerge from the financial meltdown on even stronger footing.
Issues: Financial Crisis; Joint Ventures; Leadership; Alliance Management; Managing Multiple Stakeholders; Canada; United States
MARKET STRETCH
Gavin Price, Margaret Sutherland
Bio-Oil is a multi-purpose skin care product that has gone from being sold only in South Africa to being the No. 1 scar treatment product in 16 of the 17 countries in which it is distributed. Retail sales have jumped from R3 million per annum to R1 billion from 2000 to 2008. Justin and David Letschert made key decisions to eliminate all of the other 119 products that were being manufactured by the company that they took over in 2000, and focused on the mainstay product of Bio-Oil. Union-Swiss accomplished its successful sales through the use of a hybrid distribution model that compelled its distributors in each country to communicate and share knowledge with each other. Union-Swiss also ensured that it remained focused on building the brand through limiting its activities in the value chain to that of marketing. It did this to such an extent that it created a separate entity to run the distribution of Bio-Oil in South Africa.
Issues: Market Entry; International Business; Supply Chain Management; Strategic Positioning; GIBS
Hierarchical Modes
TV ASAHI THEATRICAL PRODUCTIONS, INC.
Paul W. Beamish, C. Patrick Woodcock
Kenji Sudo, the head of TV Asahi's Theatrical Productions subsidiary in New York, was simultaneously experiencing record success and parent company concerns about the long term role of this unit within the larger Japanese organization. Asahi's dilemma was whether to reinvest and grow this subsidiary, close it, or not take any action at the present time. An action plan is required.
Issues: Arts Administration; Implementation; Subsidiaries; Internationalization
International Sourcing Decisions and the Role of the Sub-Supplier
SHER-WOOD HOCKEY STICKS: GLOBAL SOURCING
Paul W. Beamish, Megan (Min) Zhang
In early 2011, the senior executives of the venerable Canadian hockey stick manufacturer Sher-Wood Hockey were considering whether to move the remainder of the company's high-end composite hockey and goalie stick production to its suppliers in China. Sher-Wood had been losing market share as retail prices continued to fall. Would outsourcing the production of the iconic, Canadian-made hockey sticks to China help Sher-Wood to boost demand significantly? Was there any other choice?
Issues: Offshoring; Outsourcing; Insourcing; Nearshoring; R&D Interface; Labour Costs; Canada; SME
FRANZ COLLECTION, INC.: THE ROAD FROM SUBCONTRACTING TO BRAND MARKETING
The case describes the three-stage transformation of a Taiwanese company - from an original equipment manufacturer (OEM) of small gifts for Western European customers, to an original design manufacturer (ODM) providing design and production of home decor and gifts to customers in Europe and the United States, to an own brand manufacturing (OBM) company launching its brand of porcelain tableware targeted at the global market. The story of Franz Collection is a story of product outsourcing and international cooperation, where OEM subcontractors in Asia have tried to set up their own marketing channels and brand names to bypass their Western clients and appeal directly to consumers. This case describes the managerial dilemmas in establishing a global brand faced by manufacturers in Taiwan and the neighbouring countries.
Issues: Inter-firm Cooperation; Global Branding; MNEs From Emerging Markets; Subcontract Manufacture; CNCCU/Ivey
MATTEL AND THE TOY RECALLS (B)
This case, which outlines the product recall, is a supplement to Mattel and the Toy Recalls (A).
SCOTTS MIRACLE-GRO: THE SPREADER SOURCING DECISION
John Gray, Michael Leiblein, Shyam Karunakaran
The Scotts Miracle-Gro company is the world's largest marketer of branded consumer lawn and garden products, with a full range of products for professional horticulture as well. Headquartered in Marysville, Ohio, the company is a market leader in a number of consumer lawn and garden and professional horticultural products. The case describes a series of decisions regarding the ownership and organization of the assets used to manufacture fertilizer spreaders. This case is intended to illustrate the application of and tradeoffs between financial, strategic and operations perspectives in a relatively straightforward manufacturing make-buy decision. The case involves a well-known, easily-described product that most students would assume is made overseas. Sufficient information is provided to roughly estimate the direct financial cost associated with internal (domestic) production, offshore (non-domestic) production and outsourced production. In addition, information is included that may be used to estimate potential transaction costs as well as costs associated with foreign exchange risk.
Issues: China; Human Resources Management; Outsourcing; Globalization; Operations Management; Supply Chain Management; Operations Strategy
LEGO GROUP: BUILDING STRATEGY
Darren Meister, Paul Bigus
The world famous toymaker, The LEGO Group, assembled an internal management team to create a strategic report on LEGO's different product lines and business operations. In recent years, numerous threats to LEGO had emerged in the toy industry. The acquisition of Marvel Entertainment by The Walt Disney Company created major implications for valuable toy license agreements. LEGO had also recently lost a long legal battle with major competitor MEGA Brands, makers of MEGA Bloks, with a European Union court decision that removed the LEGO brick trademark. Furthermore, the second-largest toymaker in the world, Hasbro, was preparing to launch a new rival product line called Kre-O. It was critical for the management team to identify where to expand LEGO's product lines and business operations, in order to develop a competitive strategy to continue the organization's recent years of financial success and dominance in the building toy market.
Issues: Opportunity Recognition; Licensing; Competitive Strategy; Business Growth; Toy Industry; Denmark
GROWING THE MAMAS & PAPAS BRAND
Michael Goldman, Jennifer Lindsey-Renton
Nawaal Motlekar is the managing director of Kwenta Media and founding editor of Mamas & Papas, a recently launched parenting magazine in South Africa. From her early entrepreneurial experiences, Motlekar developed a personal and professional interest in parenting magazines. As a Black South African woman married to an Indian man in an increasingly multi-racial and multi-cultural society, Motlekar recognized a gap for a parenting magazine that would appeal to a wider and more racially and culturally inclusive target market. After extensive research and development, she launched the Mamas & Papas magazine in early 2009. The case charts Motlekar's journey as an entrepreneur, as well as her efforts between 2006 and 2009 to bring the magazine to life. The case explores the quantitative and qualitative research approaches employed by Motlekar, as well as her marketing and branding initiatives towards building a Mamas & Papas brand beyond just the physical magazine. With the magazine having been on shelves for 12 months, Motlekar and her board faced a number of decisions. These included options to increase advertising revenues and circulation, as well as choosing how to extend the Mamas & Papas brand into related categories.
Issues: Brand Extension; Brand Management; Brand Positioning; Consumer Research; Marketing Research; Magazines; South Africa; GIBS
PRODUCT PORTFOLIO PLANNING AT ESTONIA'S SAKU BREWERY
Michael R. Pearce, Jordan Mitchell
The chief executive officer and the marketing director of Saku Olletehase AS of Estonia must decide on the company's product portfolio plan. Saku enjoyed market leadership in Estonia with its brand Saku Originaal; however, the strength in market share has weakened in recent years due to increasing competition and greater marketing acumen from other domestic producers. While domestic beer sales have fallen, the company has experienced increases in other product lines such as alcoholic long drinks, cider and non-alcoholic beverages, which compliment its existing agreement to sell Pepsi and 7Up. For the last three years, the company has had the exclusive right to resell three well-known international beer brands (Guinness, Kilkenny and Carlsberg) in Estonia. With so many options and finite marketing resources, the company needs to decide where to focus its effort.
Issues: Consumer Marketing; Global Product; Portfolio Management; Marketing Planning
ADVANCED BOOK EXCHANGE: GEOGRAPHIC GROWTH OF AN INTERNET-BASED BUSINESS
Anthony Goerzen, Travis Cramb
Advanced Book Exchange is an Internet-based used book marketer. It has been very successful, but larger firms such as Amazon and Barnes & Noble were looking into this market. The chief operating officer must decide whether to grow through geographic diversification or consolidate and stay focused on its current markets.
Issues: Internet; Global Product; International Business; Internationalization
Pricing Decisions and the Terms of Doing Business
THE HOME DEPOT CANADA: ECOOPTIONS
Kyle Murray, Ramasastry Chandrasekhar
In December 2005, The Home Depot Canada (THDC) rolls out its EcoOptions product line. The market for environment-friendly products has been changing in terms of vendor interest, consumer demand and competitive dynamics. THDC has been pushing that change with EcoOptions, which started off as a pilot project in March 2004. The project was driven by a larger vision of making EcoOptions the leading environmental brand in the global home-improvement market. Translated into measurable goals, it meant that 10 per cent of THDC's assortment of about 50,000 SKUs would be designated as EcoOptions by 2010. This case introduces many of the critical issues in strategic merchandising and assortment decisions, with a focus on the management of a major shift in the retailer's product assortment.
Issues: Pricing Strategy; Retailing; Retail Marketing; Assortment
CARVEL ICE CREAM - DEVELOPING THE BEIJING MARKET
Mark B. Vandenbosch, Tom Gleave
The manager of business development for Carvel Asia Limited is trying to determine how best to increase ice cream cake sales in Beijing. In doing so, he needs to develop a complete marketing program which includes decisions about product offerings, pricing, placement (distribution) and promotion - the 4 Ps. Carvel Asia was a 50-50 joint venture between Carvel (USA) and China's Ministry of Agriculture.
Issues: China; Pricing Strategy; Product Concept; Marketing Communication; Distribution
Distribution Decisions
SYNNEX INTERNATIONAL: TRANSFORMING DISTRIBUTION OF HIGH-TECH PRODUCTS
The case describes how Synnex Technology International Corporation (Synnex) in Taiwan transformed itself from a local distributor of electronic components into a global logistic conglomerate of communication and information products between 1985 and 2007. The case analyzes the channel structure of electronic product distribution and explains how Synnex introduced innovative practices to transform its operation. The case is designed for MBA students to grasp some fundamental issues related to distribution channel design and supply chain management in a marketing or logistic management course.
Issues: Marketing Channels; Logistics; Distribution Channels; Supply Chain Management; CNCCU/Ivey
ROUGEMONT FRUIT NECTAR: DISTRIBUTING IN CHINA
Paul W. Beamish, Tom Gleave
Gervais Lavoie, managing director of the Canadian-Chinese joint venture, Beijing Oasis High Nutrition Food Co., needs to decide what means of distribution is most appropriate for the company's newly-developed fruit nectars. The decision is complicated by the fact that different means of distribution have different implications for the ultimate pricing and promotion of the products.
Issues: China; Distribution; Pricing; Promotion Policy; Market Segmentation
John R. Kennedy, Thomas Reutterer, Peter Schnedlitz
A high end modern-design Austrian furniture retailer is under price and margin pressures for a number of reasons. A key reason for the margin pressure is that foreign suppliers, in an attempt to generate higher export sales, have moved to agents rather than selling direct. The Austrian retailer, together with a small group of individuals in the retail furniture business, has developed a buying group concept that the group believes will enable them to negotiate direct buying at better prices. However, they are unsure of the acceptance of the concept by the very individualistic owners of the single unit firms that make up most of this segment of Austrian furniture retailing.
Issues: Retail Marketing; Supplier Relations; Distribution
Communication Decisions (promotion strategies)
THE 2006 WORLD CUP: MOBILE MARKETING AT ADIDAS (B)
The manager of Mobile Media for adidas International is debating what to do, given the sparse amount of traffic to date at the adidas FIFA World Cup mobile portal. The (B) case describes the results of a new effort to use a popular portal to advertise the adidas World Cup mobile site. The case can be used to discuss the impact of using different media channels to deliver marketing communications.
Issues: China; Northeastern
HIPS FEEL GOOD - DOVE'S CAMPAIGN FOR REAL BEAUTY
Thomas Gey, Nick Nugent, David T.A. Wesley
Dove is one of Unilever's better-known personal care brands. It has significant top-of-mind awareness among women in many countries. In an attempt to increase sales volume by 80 per cent, Unilever re-launched Dove in 2004. The campaign asks the question What is real beauty? and attempts to redefine it in ways that challenge commonly portrayed stereotypes. This case examines the re-launch of Dove, Unilever's well-known international personal care brand, and the marketing issues behind its phenomenal success. It also raises questions about how to maintain the brand's momentum as the next phase unfolds. In 2007, Dove products are still well thought of by consumers and the campaign has attracted imitators, including brands outside the cosmetics and beauty care sector.
Issues: Ethical Issues; Marketing Communication; Marketing Channels; International Marketing; Northeastern
Cross-Cultural Sales Negotiations
MEDICAL EQUIPMENT INC. IN SAUDI ARABIA
Joerg Dietz, Ankur Grover, Laura Guerrero
A recently hired U.S.-trained sales account manager at Medical Equipment Inc. (Medical Equipment) returned to his office after meeting with the head of the cardiology department at a specialist hospital and research center in Jeddah, Saudi Arabia. He had worked very hard to secure his first sale of US$725,000 for healthcare equipment, but was disheartened when the head of cardiology told him that the hospital's purchasing director intended to give the order to Medical Equipment's main competitor. The competition's sales representative and the purchasing director had known each other for 10 years and the head cardiologist implied that there might be side payments involved. The sales account manager knew Medical Equipment's product was superior and wondered how he could secure the order without having a history with the purchasing director or without engaging in practices he found ethically questionable.
Issues: Intercultural Relations; Sales Management; International Business; Ethical Issues
SPECTRUM BRANDS, INC. - THE SALES FORCE DILEMMA
Donald W. Barclay, Joe Falconi
In 2005, the vice-president of sales and marketing for the Canadian division of Spectrum Brands Inc. must determine his next steps regarding the structure of his sales force. Spectrum Brands (Spectrum), a global consumer products company formerly known as Rayovac Corporation, had made a number of acquisitions to diversify and expand its product and brand portfolio. With these changes, Spectrum had become a leading supplier of consumer batteries, lawn and garden care products, specialty pet supplies, and shaving and grooming products. The vice-president of sales and marketing was charged with the task of creating a national sales force from the teams of the newly merged companies. Knowing the importance of the sales function to each of these companies, he wanted to ensure; despite the differences among the diverse groups, that he still maintained a team which would effectively and efficiently continue to increase the sales of each business unit.
Issues: Sales Organization; Acquisitions; Change Management; Sales Management
Organization and Control of the Global Marketing Programme
DECATHLON CHINA: USING SOCIAL MEDIA TO PENETRATE THE INTERNET MARKET
Nicole R.D. Haggerty, Raymond Pirouz, Grace Geng
After successfully establishing more than 33 retail stores in large cities across China, Decathlon, a large French sporting goods manufacturer and retailer, planned to open its official online shopping website in China. The marketing department head of Decathlon China had experimented with several new social media platforms in China in order to increase the brand awareness among online shoppers. At the upcoming executive meeting, the marketing department head wanted to persuade the chief executive officer to dedicate more resources to social media to both increase online sales in the short term and market share in the long term.
Issues: Social Media Strategy; Retail Marketing Strategy; Emerging Technology; France; China
DHARMALA MANULIFE - A MARKETING STRATEGY
John S. Hulland, Donna Everatt
The president director of Dharmala Manulife, a large, successful Canadian-Indonesian joint venture life insurance company, faced a significant disruption to operations due to social unrest in Jakarta. Moreover, the Asian financial crisis had resulted in a massive devaluation of the rupiah, in terms of the U.S. dollar. Thus, premiums on U.S.-dollar denominated policies had become prohibitively expensive almost overnight. Policy surrenders, redemptions, and lapses were occurring at an alarming rate. This erosion of the company's client base also meant that sales agents (who worked solely on commissions) were not only losing clients, but were also facing a tremendous challenge in writing new policies in light of the economic, political, and social chaos. Given the external situation, the president director and his senior management team were forced to develop effective strategic marketing decisions. The case asks students to consider the marketing plan for the launch of a new product designed to address the market realities and how to manage the commissioned salesforce in light of the disruption to operations.
Issues: Sales Strategy; New Products; Market Strategy; Sales Management
DELTA GRAND PACIFIC HOTEL
John R. Kennedy, Tom Gleave
The director of sales and marketing for the Delta Grand Pacific Hotel in Bangkok, Thailand, needed to devise a marketing strategy that would ensure the hotel's success in its very competitive market. He wanted to ensure that the hotel maintain and eventually increase its two key benchmarks of performance, namely, occupancy rates and average room rates, by milking the Sukhumvit Micromarket to its fullest potential. Compounding this challenge was the anticipation of a sharp drop in occupancy at the hotel due to the likelihood that an important client contract would not be renewed.
Issues: Marketing Planning


Guinea-Bissau, officially the Republic of Guinea-Bissau, is a sovereign state in West Africa. Guinea-Bissau is bordered by Senegal to the north and Guinea to the south and east, with the Atlantic Ocean to its west.
Guinea Bissau is a small yet vibrant African nation just beginning to take its place on the tourist map. A small but beautiful country with interesting wildlife and vibrant traditions that rival any of its larger neighbors. Go Volunteer Africa is the only organization offering volunteer and travel trips in Guinea Bissau.
Go Volunteer Africa provides safe, affordable and meaningful volunteer Guinea Bissau programs. Our choice of volunteer Guinea Bissau programs include working with Orphans, Women Empowerment Programs, Health/HIV programs, Teaching English, Summer Volunteer Programs, Street Children programs and more.
You can join our volunteer programs in Guinea Bissau, as an individual, as a group or even choose to volunteer in Africa with your family. Volunteer Guinea Bissau with Africa's leading volunteer and travel organization – Go Volunteer Africa.


text:
"Do we still need girls showing boobs to sell a smartphone?"
Karen Anderson | 10 December 2019 Leave a comment
In this week's comments update, readers are disgusted by a marketing campaign for a gold flip phone launched by Pablo Escobar's brother.
Moral high-ground: readers have been left furious after Roberto Escobar, brother of the infamous drug lord Pablo Escobar, used a highly sexualised campaign featuring women in their underwear to promote the launch of a gold folding phone.
"Does the phone only work when you are in your lingerie?" asked James Beckett sarcastically.
"Do we still need girls showing boobs to sell a smartphone?" continued HZ. "From where did the money come?"
"I feel like I've entered a time machine and have been transported back to the 1970s," said Redge. "And then I realise the ad is for a mobile phone. I'm male and whilst I am a big fan of the female form, is it just me that finds this sort of ad unacceptable?"
"A misogynistic, remora-fish-of-a-criminal raises money from all his friends to blow on a horrifically designed piece of tech, all so that he can hang out with some Russian models for a few hours," lamented Christopher Gon De Leeuw. "The very sad thing is that a lot of people will buy this and put it on their nightstand, underneath scarface posters and next to a Monster energy drink."
This reader thought the story was a joke:
What do you think of the campaign? Join the discussion ›
Money matters: commenters are divided over humanitarian architecture pioneer Cameron Sinclair's claims that unpaid architecture interns in Japan are exploited by their employers.
"Young, inventive, struggling with day to day journeys... this is the learning field," said Bill Barker. "They will be far better for it. If they are talented enough to be selected they will be creative enough to make it work."
Happy Pancakes felt similarly: "Maybe it's more about discipline than exploitation that's part of the Japanese culture. Sushi chefs in training have to boil rice for six years before they can even touch a piece of fish. 'Wax on Wax off' – Mr. Miyagi."
"I'm glad someone is taking on this issue publicly," said Scholar in contrast. "Unpaid labor should be illegal and should be punished."
"I would suggest that Sinclair starts with London and big name practices, then the UK, then Europe prior to venting his Ire on Japan," concluded Clichy.
This reader agreed:
Are unpaid architecture interns in Japan exploited by their employees? Join the discussion ›
Location house: British architect Adam Richards has modelled his home in Petwork, England, on the Russian science-fiction film Stalker, and readers are intrigued.
"If someone asks me 'what does pretentious mean?' I will show them this house," said Miles Teg.
"I find it rather personal," replied James. "It's eccentric, sure, but I don't find anything pretentious about it."
JZ went on: "The Hejdukian, allegorical qualities are strong with this one. Rich material palette. Clearly planned with a series of processional experiences in mind. When you have these kinds of resources, I find this design a much more substantive use of them rather than the typical Modernist blow-outs."
"All credit to the architect who wants their family home to be influenced by a Russian dystopian nightmare," added Alfred Hitchcock.
This reader was diplomatic:
How do you feel about Richards' design? Join the discussion ›
Trend setter: Pantone has chosen its colour of the year for 2020 – "universal favourite" Classic Blue – which it describes as "a reassuring presence instilling calm, confidence and connection". Readers aren't convinced though.
"Design's equivalent of reading horoscopes," said Louis Heatlie.
"And why is this relevant design news?" continued Philippe. "Some schmuck decides he or she is going to like blue next year – 'damn, now I need to change all my belongings otherwise I'll be so 2019.' Think I'm going to stick to black, like all the other years."
Archiplan agreed: "It is better to precede fashion than to follow it."
"It feels like a depressingly accurate prediction of the upcoming UK election," added Charlie Humble-Thomas on a different note.
This reader had an alternative name for the colour:
What do you think of Pantone's choice? Join the discussion ›
Comments update


Fairylike images of frozen Niagara Falls - Buzz Videos - Your Viral videos website!
The famous waterfalls located in Ontario, Canada, froze to the bone due to the low temperatures. Muneeb Asif filmed the surreal panorama.


text:
Jack Russell Terrier Rescued After Being Stuck Under House for Over 30 Hours
Photo via Channel 3000 Video
Dog rescue stories are always heartwarming—especially when they involve the entire neighborhood coming together to lend a paw. This was the case for a Jack Russell Terrier who was stuck under her home for over 30 hours.
According to ABC News, Luna, an 8-year-old Jack Russell Terrier in Centennial, Colorado, got herself stuck underneath her own house after chasing a rabbit. Luna's owner, Anne Timmerman, says that she had no idea how to react, so the fire department was called in to help.
Video via ABC News
According to ABC News, the firefighters could hear Luna barking for help, and they worked for hours to rescue the Jack Russell Terrier. ABC News reports that "when fire crews realized the rescue was going to be more difficult than they anticipated, the technical rescue team from South Metro Fire came in and pulled out all of the stops, first cutting open Timmerman's deck and then slicing through a concrete slab underneath the home."
It took hours, but like most dog rescue stories, this one has a happy ending. ABC News says that "fire crews from three different agencies worked tirelessly to save the family dog that was trapped under their home for more than 30 hours."
Neighbors, family, friends, animal control officers and even strangers all came to the Timmermans' home to assist in any way they could during the entire rescue. After more than six hours of working to rescue Luna, she popped her head out, and they got her out from underneath the home.
According to ABC News, "Luna did take a trip to the vet to be checked out as a precaution."
For more interesting news stories, check out these articles:
Animal Crackers Box Gets a Revamp After PETA Petition
Surrendered Goldfish Find Refuge at Paris Aquarium
Minneapolis Company Offers "Fur-ternity" Leave for New Pet Owners
Violinist Hosts Concert for Kittens for Charity
Clear the Shelters Event Helps 91,500 Pets and Counting Get Adopted
Diapers for Dogs
Best Dog Treats
Outdoor Dog Houses