I am currently exploring works through the process of watercolor expressive painting.
It's the method of getting expressive with colors and marks. The medium's ability to produce layers of translucent colors lends itself to the building of deep saturation of colors on watercolor paper. Building layers of history and texture on each painting one glaze at a time.
My work is influenced by color, shape and story-telling as each painting becomes a journey of self-expression.
I work with a variety of materials including watercolor paint, acrylic, graphite, ink, gouache, and glazing mediums to create each individual work. The creativity of my work is a very exciting process which continues to flourish and grow each day.
Patty Boban-Lipinski graduated from The Art Institute of Pittsburgh with education in Interior Design. After a successful career in finance, she followed her dream to become a professional illustrator.
Now she currently works in her art studio in the Pittsburgh area pursuing her passion as an illustrator, painter and artist.
Patty B Lipinski respects the rights of individuals to whom they give their personal information and how this information is used. She will not sell your information to any entity, or distribute your personal data to any other individual or entity.
Patty B Lipinski will use your personal information to provide you with current information about her exhibitions and projects and will not use the information for any other purpose.


A product is almost never for 'everybody'. It's usually best suited for specific types of people.
DoctorsNotes held promise for medical professionals ranging from students, nurses, research scientists, practice managers, GP's, hospital doctors, registrars and consultants. It was WIDE. While this project was intended to work in a Lean Methodology, I pushed for an initial tranche of research to ensure that any Lean guerrilla testing in the future would be focused on the groups that mattered the most.
As the research revealed – not all medical practitioners were a good user audience fit for the product as it was envisioned.
DoctorsNotes was an ambitious startup project which aimed to allow individuals of different levels of expertise and focus within the medical field to engage through a browser plugin to mark-up notes within online documents such as technical journals or reference sites – and then share and comment on these with their colleagues.
The stakeholders in this project desired to operate in a Lean Methodology (i.e. Eric Ries 'The Lean Startup'). Lean has a lot of great ideas regarding quick guerrilla testing to validate a Minimally Viable Product. However, with this project, my concern was that the stated audience scope was so broad – at least nine distinctly different user categories – that it would be a mistake to assume they shared the same behaviours. And as well, a mistake to assume that doing any guerrilla testing in the future with sessions composed of a handful of individuals – either from a single group or mixed – would produce meaningful insights on which product design decisions could be based.
I suggested that a quick preliminary study be undertaken to do a survey of the potential target audience so that light could be shed on behaviours around searching, reading, note taking and / or sharing of information.
A total of 22 individuals were interviewed who were selected from the following groups; pre and post MBBS students, researchers, specialists / consultants and GP's.
Nurses were omitted from the list due to budgetary constraints and a belief that they would not be primary users of the product. This later proved to be less than ideal as many of the groups interviewed indicated the nurses were often the direct deliverers of care, and as such were acutely aware of their legal responsibility when administering treatment to ensure that all was correct – despite a doctor having ordered it. Nurses, as it turned out were heavy users of online reference sources and peer advice.
Other groups which turned out to be less relevant than expected were consultant / specialist doctors. While these individuals were highly trained and the most senior medical practitioners – and believed by DoctorsNotes stakeholders to be the most likely to benefit from and engage with sharing of information – the research revealed that all were too busy to read technical journals. In home and workplace visits I often saw these journals piled up on the floor, most still in their plastic wrappers. Consultants indicated that they occasionally had time to skim through a journal and read the synopsis of an article which they were interested in, but never enough time to take notes or comment.
This was fascinating work – and worthwhile. Based on the findings, engaging in product testing based on the Lean Methodology, no matter how frequent, would not reveal that specific audience members – despite their desire for knowledge – simply did not have the time to engage with this product in the way in which it was designed to function.
However, knowing that there were other audience members who were not only hungry for knowledge, but that had already been cobbling together their own networks and functionalities through 'hacks' ranging from printed and filed documents, to DropBox depositories shared amongst groups – and Facebook pages…. members from these audience groups were ripe to focus on as being an appropriate target audience.


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Manhattan Associates Inc (MANH) Q3 2020 Earnings Call Transcript
MANH earnings call for the period ending September 30, 2020.
Oct 22, 2020 at 10:31PM
Manhattan Associates Inc (NASDAQ:MANH)
Oct 22, 2020, 4:30 p.m. ET
Good afternoon, my name is Mike and I will be your conference facilitator today. At this time, I would like to welcome everyone to the Q3 2020 Earnings Call. [Operator Instructions] After the speakers' remarks, there'll be a question-and-answer period. [Operator Instructions]
I would now like to introduce Eddie Capel, CEO; Dennis Story, CFO; and Matt Humphries, Senior Director of Investor Relations. Mr. Humphries, you may begin your conference.
Matt Humphries -- Senior Director of Investor Relations
Thank you, Mike, and good afternoon everyone. Welcome to Manhattan Associates Third Quarter 2020 Earnings Call. I will review our cautionary language and then turn the call over to Eddie Capel, our CEO.
During this call, including the question-and-answer session, we may make forward-looking statements, regarding future events or the future financial performance of Manhattan Associates. We caution that these forward-looking statements involve risks and uncertainties and are not guarantees of future performance, and that actual results may differ materially from the projections contained in our forward-looking statements.
I refer you to the reports Manhattan Associates files with the SEC for important factors that could cause actual results to differ materially from those in our projections, particularly our annual report on Form 10-K for fiscal year 2019 and the risk factor discussion in that report, as well as any risk factor updates we provide in our subsequent Form 10-Qs. We note in particular that uncertainty regarding the impact of COVID-19 pandemic on our performance could cause actual results to differ materially from our projections. We are under no obligation to update these statements.
In addition, our comments include certain non-GAAP financial measures in an effort to provide additional information to investors. We've reconciled all non-GAAP measures to the related GAAP measures in accordance with SEC rules, you'll find reconciliation schedules in the Form 8-K we submitted to the SEC earlier today and on our website at manh.com.
Now, I'll turn the call over to Eddie.
Eddie Capel -- President and Chief Executive Officer
Terrific. Thanks, Matt. Well, good afternoon everybody and thank you for joining us as we review our third quarter 2020 results, discuss our outlook for the remainder of the year and provide at least some initial thinking around 2021.
So for the quarter, Manhattan reported total revenue of $150 million and adjusted earnings per diluted share of $0.51. Both of these exceeded our expectations. Broad revenue outperformance across -- really all of our business lines, combined with a continued focus on expense management, also drove strong earnings leverage in the quarter.
Now, using our markets and our customer base as reference points. We're starting to see some modest improvement in the global macro economic situation. Whilst, clearly there is still a very long way to go in terms of reaching back to a normal operating environment, we are encouraged by the level of activity we're seeing in our pipeline.
Specifically with our new Manhattan Active Warehouse Management solution. In fact we closed a record multi-million dollar Manhattan Active WM deal in Q3 with a large national beverage distributor. And while early, we're off to a solid start in Q4 as well. And as such, we're raising our full-year total revenue and adjusted EPS guidance to reflect our views for the balance of the year.
Additionally, despite the turmoil globally, we remain committed to organic growth. We're on track to invest nearly $80 million into research and development this year, furthering our competitive positioning through new innovation, while growing our addressable market. And through our ongoing engagement with customers and prospects, we continue to see business fundamentally rethinking the future state of their supply chains, distribution footprints and omni-channel commerce strategies. Some of this rethinking is being driven by consumer demand with nine out of 10 consumers wanting our omni-channel experience with seamless service levels between sales channels.
Other reasons are more growth oriented, as average omni-channel customers spend 4% more in-store and 10% more online than single-channel consumers. These changes will now -- that require a thoughtful approach to implementing modern, agile and scalable software solutions. The growing demands placed on legacy systems and software and no longer are going to be suited to a multi-channel digital world. And we feel the long-term opportunity set in front of us based on these favorable demand trends is robust. And we'll continue to provide meaningful opportunity for us to grow and scale our business.
And as a result of these asymmetrical tail of headwinds, coupled with our market leading solutions and applications, we see our global pipeline opportunities trending favorably. Our recently released Manhattan Active Warehouse Management solution is driving very positive market interest, validation for the countless mandates and the many millions of dollars in R&D that we've invested in developing the product over the past several years.
And at the end of the third quarter, over 80% of our global bookings pipeline is comprised of cloud opportunities and about 45% of our deal opportunities continue to be represented by net new logos globally. And this is certainly should provide ample opportunity to land new business for us, while we also focus on expanding our relationships with existing customers and speaking of customers. You may recall a few weeks ago, we announced that part of a very rigorous selection process L'Oreal, the world's leading beauty company chose to implement a Manhattan Active WMS solution across its distribution footprint globally.
L'Oreal was looking for an agile, cloud native solution that could provide the necessary adaptability and scalability to their business demands, as it continues to grow with a positive trajectory. We're obviously honored and humbled by their choice, and our professional services teams certainly is looking forward to implementing this solution into this -- into their distribution network over the next several years.
Now regarding services, despite the challenges that have been closed by the global pandemic, we are delivering on our promises to our customers around the world. In the third quarter, we conducted 161 go lives globally, once again showcasing our flexibility and expertise at delivering technical implementation work through really any delivery channel. Now it is worth maybe reminding you that billed travel, which is margin neutral, but contributes to the overall services revenue was about 5% of a headwind year-over-year to our services revenue growth.
Now turning to sales and marketing, our teams remain very active and engaged, pursuing opportunities across our installed base, while simultaneously moving brand new business opportunities forward across all of our product portfolio. Of note, we've recently hosted EMEA Exchange Connect, our virtual customer conference for that particular region. And feedback from the conference participants was overwhelmingly positive and participation from our partners and customers was very well received.
Our competitive win rates remain very strong at 70 plus percent against head-to-head competition, with about 25% of our license and cloud deals representing net new customers in the quarter. Verticals that collectively drove more than 50% of our cloud and license revenues in the quarter were retail, consumer goods, government, food and beverage and grocery.
Now, if I can. I'll just turn the discussion little toward our product pipeline. Last quarter I do updated you on the launch of arguably the most important product in Manhattan's history, Manhattan Active Warehouse Management, the next generation of Warehouse Management software. We announced this new cloud native version of WMS at our virtual user conference in May of this year. And today, I'd like to provide an update on Manhattan Active WM along really three key dimensions: customer success, new customer acquisition and ongoing product development.
So, let's start with firstly with customer success. So you'll recall, now that at the time of launch Pet Supplies Plus was already live on Manhattan Active WM and since then they've reported some really exciting accomplishments, they're shipping record volumes using our application, the on-boarding times for new associates, who have been cut in half, using our all-new mobile app for the distribution center associates and they have actually already taken the second site live and in the process of planning to turn-on a third site as well.
And I'm happy to report that Q3 was a strong quarter for customer acquisition, we now have several additional projects in flight across a variety of industries and regions. And we are seeing strong activity in the grocery, food and beverage, health and beauty sectors with Manhattan Active Warehouse Management. Our message of a next generation versionless cloud native WMS, certainly seems to be resonating well with the market.
And finally, I'm happy to report that per our plan, we shipped our first quarterly follow-on release of Manhattan Active WM on time. Our 2020.3 release hit our customers environments in August delivering additional innovation and functional capability and we're on track to deliver our 20.4 release next month in November as well. So in short, we're off to a great start executing on our vision of providing the industry's only cloud native fully extensible, versionless warehouse management system. And we continue to compete pretty effectively in the TMS space as well, evidenced by our signing among other deals, a large TMS contract in the quarter with a global distributor, the combination of our best-in-class optimization technology, international capabilities and strong sales and delivery teams, we're really the keys to this win.
And we continue to make progress outside of supply chain execution as well. This quarter, Q3 we introduced Manhattan Active Allocation as part of our suite of inventory optimization solutions, built on our Manhattan Active Application Architecture. This new Allocation solution is purpose designed and built for the fashion and apparel businesses. Historically speaking, our inventory solutions have been very strong for hardline replenishment based businesses, where sophisticated demand forecast and mathematically optimize replenishment plans are key.
But the world of fast fashion is quite different, it requires a different set of technology for calculating how much inventory to forward position in each store in any given season. And Manhattan Active Allocation solved this inventory positioning problem and it's -- crucially it's solves it with omni-channel in mind, ensuring both digital and standard footfall demand are particularly well served.
And finally, I'd like to close out my product related marks with a quick update on Manhattan Active Omni, our collection of cloud native order management, customer engagement and store technologies. This quarter we announced interactive inventory, really significant advancement for our order management customers, interactive inventory provides ultra high-speed delivery date projections for digital customers regardless of where they are in the buying journey. And unlike other solutions, which rely -- really on historical averages for projected delivery time, interactive inventory factors the customer's delivery location, other items in their cart, the current position of every unit of inventory into the network and the merchants optimize fulfillment plan for that eventual order. The interactive inventory combines really everything that set us apart historically, a curated view of enterprise inventory, the industry's best fulfillment optimization algorithm, cutting edge cloud-based technology and access to real-time operational data all while making that delivery promise to the consumer.
And speaking of delivery, I am proud to report that in the quarter, we also took a leading footwear brand live in six weeks on our order management and store fulfillment applications. This particular customer who is looking to enable both standard pickup in-store and curbside pickup with time to spare before the holiday season. And our professional services organization really delivered for them, and neither live with pickup and curbside across the US and Canada and they're beginning to roll these capabilities are internationally as well.
So that concludes my business update. Dennis is going to provide you with an update on our financial performance, discuss our updated 2020 full-year guidance and provide you with our initial view of 2021, and then I'll close our prepared remarks today with a brief summary. Before we move into Q&A. So, Dennis?
Dennis Story -- Executive Vice President and Chief Financial Officer
Thanks, Eddie. As mentioned, third quarter total revenue was $150 million, down 8% over prior year, due pretty much solely to COVID-19. Our total revenue estimate for the fourth quarter is a range of $135 million to $140 million. Adjusted earnings per share was $0.51 in the quarter. GAAP earnings per share was $0.39 with stock-based compensation accounting for the difference between adjusted and GAAP EPS. Our adjusted earnings per share target for the fourth quarter is $0.32 within a range of $0.30 to $0.34.
Starting with cloud, revenue for the quarter was $21.1 million, up 14% sequentially and up 48% year-over-year, despite a tough comp due to our Q3 2019 FEMA cloud deal. We signed two new Manhattan Active Warehouse Management deals in the third quarter, both global Tier 1 customers and continue to see strong pipeline demand for our cloud solutions with notable strength in Manhattan Active WM, Manhattan Active Omni and TMS solutions. About 50% of our deals in the quarter came from Active DM products and over 20% of our bookings were from new customers.
For Q4, we estimate our cloud revenue will be about $22 million, which represents about 40% growth year-over-year. For the full-year, we estimate our cloud revenue will be $78 million to $79 million, up 68% year-over-year from the midpoint.
License revenue was solid in the quarter at $13.2 million, well above our expectations, as several Q4 pipeline opportunities accelerated into Q3. Overall license is down 28% year-to-date and continues to attrite as strong demand for our solutions continues to shift to cloud. We signed three $1 million plus deals in the quarter with roughly 30% of our license deals coming from new customers.
For the fourth quarter, we expect between $4 million and $5 million in license revenue. And for the full-year, we now estimate license revenue will be approximately $33 million to $34 million. Of course, as we've pointed out in our release and earlier in the call, uncertainty about the COVID-19 pandemic could affect our performance against our estimates.
Cloud and license software mix will be approximately 70% cloud to 30% license for the full-year with total software revenue of $111 million to $113 million, up 17% year-over-year at the midpoint. A record number, despite a 31% or $15 million decline in license revenue versus 2019.
Turning to bookings. As we've discussed remaining performance obligation or RPO is the leading proxy for our cloud bookings performance and represents the value of contractual obligations required to be performed otherwise referred to as unearned revenue or bookings. Our RPO for the quarter totaled $257 million, up 69% over prior year and at 14% sequentially. We now expect that our year-end RPO will fall within a range of $275 million to $290 million, driven by booking strength in cloud, particularly with Manhattan Active WM. For Manhattan, this disclosed value represents our cloud bookings value of unearned revenue under non-cancelable contracts greater than one-year. Contracts with a non-cancelable term of one year or less are excluded from the reported amount.
One last point on license and cloud. Our performance continues to depend on the number and relative value of large deals we closed in any quarter. Further some customers have longer implementation cycles associated with large projects requiring a multi-year annual subscription, ramp built into the contract term. As an example for a five year contract, the ramp results in year five of contracted revenue being significantly larger than year one. In the near-term as Manhattan scales large ramp deals will impact sequential and year-over-year revenue growth percentages.
Now shifting to maintenance. Revenue for the quarter totaled $37.3 million, down 1% versus the prior year. Our customer retention rates remain strong at greater than 95%-plus. And for the fourth quarter, we estimate our maintenance revenue will be between $36 million and $37 million and for full-year 2020, our estimate is $145.5 million.
Turning to services. Our professional services revenue for the quarter totaled $73.5 million, down 20% year-over-year as expected. Again, I would like to point out that excluding billed travel, were down about 15% year-over-year. We expect near-term services revenue trends will be tied to the pace and degree of global economic improvement. And we estimate our services revenue for Q4 will be approximately $71 million. And our full-year 2020 services revenue will be in the range of $303 million to $305 million.
At the midpoint, this is really difficult math, but $304 million, services will be down about 16% versus 2019. Excluding billed travel, services revenue was down 12%. These estimates include our expected seasonal fourth quarter sequential decline over Q3, due to retail peak season.
Regarding consolidated subscription, maintenance and services margin. For the quarter, we generated 53% margins, driven by continued operating leverage in cloud. Our fourth quarter estimate is approximately 51.9% about 100 basis points higher than 2019. Our full-year estimate is approximately 51.4%.
Turning to operating income and margin. Q3 adjusted operating income totaled $44.1 million with an adjusted operating margin of 29.4%, driven by higher license revenue performance, combined with very strong expense management. For the fourth quarter, we estimate our adjusted operating margin to be within a range of 19.2% to 20.2%. Our Q3 adjusted effective income tax rate was 23.5%, we estimate our fourth quarter rate to be 24% and full-year tax rate will be approximately 23.6%.
Regarding our capital structure, our share repurchase program remains suspended and our repurchase authority limit remains at $50 million. We continue to assess the appropriate timing for a resumption of buyback activities, dictated primarily by broader macroeconomic improvement. For the fourth quarter and full-year, we estimate our diluted shares outstanding will be approximately 64.4 million shares.
Turning to cash, we closed the quarter with cash and investments of $166 million and zero debt, that's right, $166 million and zero debt. Our current deferred revenue balance totaled $113 million, down 5% sequentially on just timing of revenue recognition. Q3 cash flow from operations totaled $42 million, up 6% over prior year. Year-to-date, operating cash flow totaled $103 million, down just 8%. And finally, capital expenditures totaled $200,000 in Q3, we estimate full-year capital expenditures to be between $3 million and $5 million.
Now turning to our updated annual guidance, we continue to model and review multiple scenarios in order to provide investors with our best estimate of financial performance for the remainder of the year. Of note, there are certain external factors that are out of our control and may produce results that are different from expectations. So specifically for 2020 annual guidance, our full-year total revenue range is now expected to be between $574 million to $579 million. Our target objective is $576.5 million in total revenue versus prior guidance of $562 million.
Our full-year adjusted earnings per diluted share range is expected to be between a $1.62 to $1.66, our target objective midpoint is $1.64, compared to our previous guidance midpoint of $1.56. Our full-year GAAP earnings per diluted share range is expected to be $1.23 to $1.27 with a midpoint of $1.25. And we expect our full-year adjusted operating margin to be in the range of 23.5% to 24%.
That covers the 2020 guidance. Before discussing our preliminary 2021 targets, we want to remind you that the views we have today are subject to a variety of factors that may manifest themselves over the upcoming months. And hence, are subject to change, so appropriately conservative for the environment in which we are operating. We expect to provide formal 2021 guidance on our 4Q, 2020 call next year. One final note before going further, our preliminary 2021 targets reflect year-over-year growth rates that are based on the midpoint of our updated 2020 guidance for the respective metrics.
So at a high level, we view 2021 currently as a tale of two halves. Specifically we expect H2 will be stronger than H1 provided an economic recovery picks up steam in the back half of the year. Our continued business transition is masking our underlying growth and value creation, due to both license are trading to cloud and global Tier 1 customers ramping up their global footprints over multiple periods. We continue to believe RPO is the best go-forward metric in tracking the progress of our transition.
Our 2021 full-year total revenue range is now expected to be between $585 million to $625 million, representing a 1% to 8% year-over-year growth range. Our target objective is to achieve $605 million, representing 5% growth, excluding our declining license impact year-over-year total revenue growth is 8%.
As you know Q1, 2020 was an all-time record Q1 revenue performance pre-COVID creating a tough comp for Q1 2021. We expect Q1, 2021 total revenue to be down 7% to 9% over Q1, 2020. We expect our H1 total revenue split to be about $292 million with 1% year-over-year growth given the Q1 COVID comp and H2 split to be about $313 million, this is the revenue split with a 9% growth rate.
For software revenue, we are estimating $123 million to $130 million with a midpoint growth of 13%. We are targeting a $108 million to $110 million in cloud growth with midpoint growth of about 40%. Importantly, we expect license revenue to decline, almost 50% in 2021, as customers and prospects choose our cloud solutions. License revenue will be in the $15 million to $20 million range with a midpoint of $17.5 million.
Regarding 2021, RPO our preliminary estimate is between $385 million to $390 million, up about 40% over 2020. And as Eddie mentioned we are off to a very good start in Q4 on strong cloud demand. With the backdrop of COVID, government elections and retail peak season in play and a second full selling quarter of Manhattan Active WM under our belt, this will certainly help us calibrate the camshafts on our RPO entering 2021.
For consulting services, we are targeting $306 million to $334 million with a $320 million midpoint, representing about 5% year-over-year growth. We expect H1 revenue to be down about 3% to 5% year-over-year with Q1 being down 15% against 2020's record services comp. The rate of year-over-year growth in services will be dictated by the pace and cadence of economic recovery for the balance of 2021.
And for maintenance, we are estimating $140 million to $145 million or 4% decline to flat growth year-over-year, as we expect more existing customers to convert to cloud subscriptions. That covers the critical revenue targets.
Our full-year 2021 adjusted earnings per share range is $1.37 to $1.54 with a midpoint of $1.46. H1 to H2 percentage splits will be 45% H1 and 55% H2 for the annual EPS splits. Q1 will be our lowest EPS quarter totaling about 21% of full-year EPS or $0.31. The primary drivers of lower year-over-year earnings per share is related to three major components. First, the continued decline of license revenue. Second, the reversal of prior cost actions we took in April of this year. And third, continued strategic investments in innovation and tooling for cloud ops to execute on the cloud growth we see in front of us.
Adjusted operating margin is expected to decline year-over-year to 20% to 21%, reflecting the operating imperatives covered in our outlook for EPS. You may recall in our Q4, 2019 call, we guided to an adjusted operating margin range of 20% to 20.5% with a trough of 20%.
Unfortunately in our Q1, 2020 call the pandemic required us to downshift a few gears to protect liquidity, customers and our employees without sacrificing investments in R&D. With business conditions improving, we are refocused on the same objective with 2021 now representing our margin trough.
Overall, our objective is to achieve long-term sustainable double-digit top line growth with top quartile operating margins. Manhattan's effective tax rate is expected to run at approximately 24.5% subject to any changes to federal state or foreign tax legislation. And finally, we expect that our share count will be approximately $65 million, which assumes no buyback activity and either Q4 '20 or fiscal year 2021.
That covers the financial update, back to Eddie for some closing comments.
Alright. Thanks, Dennis. Well, look, we're overall -- we're very pleased with our performance this quarter and well -- clearly we're operating in challenging times, we continue to focus on driving operational and financial results as we progress further on our cloud journey. With a strong business foundation, we expect to further extend our market leading position with the supply chain and omni-channel commerce solutions.
And we do so, we'll be continuing to innovate to advance -- in advance of market demand, leveraging our technical and domain expertise in order to provide our customer solutions, which position them for success in a dynamically and a rapidly changing world. We certainly see no shortage of opportunities to expand our addressable market, while further strengthening our competitive position.
So, in closing today's call, I did want to take a brief moment to thank all of our customers, thank our employees and our shareholders around the world for all of your patients, focus and engagement over the past seven months or so. It's been nothing short of remarkable and for one I'm grateful for it. So again I expect Manhattan will continue to push possible expanding our industry leading product portfolio, while driving revenue growth and profitable execution for years to come as we benefit from the growing tailwinds within supply chain and omni-channel commerce.
So Mike, over to you. And we are now ready to take questions.
[Operator Instructions] Your first question comes from Terry Tillman from Truist Securities.
Terry Tillman -- Truist Securities -- Analyst
Yes. Hi, good afternoon and thanks for taking my questions. Congrats on the quarter and the strength of the cloud WMS. Eddie, maybe, the first question just for you is, as we go back and look at historical, kind of, cycles around WMS upgrades, and we look at currently this e-commerce megatrend. Maybe could you talk about are we starting to see a WMS upgrade cycle? And if so, how is that compared to prior upgrade cycle, just would love a little -- learn a little bit more about that potential and in relationship to e-commerce?
Yes. Well, I mean, there's a couple of dynamics, Terry, you know, you pointed the e-commerce dynamic, no question that we've all seen that accelerate -- it's been accelerating for the last several years. But over the last seven months or so a real acceleration there. I think we would all agree. We don't see it turning back, you look at there at a distribution center construction, it's still very, very vibrant for sure, the need for modern facilities to the highly automated, driven with a balance of robotics and human capital, certainly drive the need for a modern flexible agile Warehouse Management System and that's where we've positioned our self.
So, we've got, kind of, two dynamics going here, the growth of e-commerce, but also as you pointed out that replacement cycle in -- frankly some of the industries that have not seen strong replacement cycles, historically, particularly grocery, food and beverage that have been, you know, pretty static from a technology -- distribution technology perspective over a number of years, now starting to see the need and driven by consumer demand to drive, you know, through modern Warehouse Management Systems. And we feel like we're on the forefront of that. The fact that we're now delivering our Warehouse Management System versionless and in the cloud is really an added advantage, right? It's access to open near immediate, that innovation and speed of deployment in a world that certainly requires that. And as we pointed out, certainly the market enthusiasm certainly seems to be strong.
Understood. And I guess, Dennis just a follow-up question as it relates to the guidance. When we're looking at '21, I guess, I'd like to hear a little bit more perspective, one of the prepared remarks you made was with some of these transactions in the cloud side, you're five of the relationship to be much larger than year one. So what I'm curious about, your launch cloud WMS, the native WMS cloud product in May. If you're signing large deals, whether it was in 2Q or 3Q or even 4Q. Is it safe to say there is actually just not a lot of subscription revenue impact into '21 and it's really starts to ramp more into '22. Just trying to understand, kind of, how that would phase-in. Thank you.
Yes, that's correct, Terry. It will phase-in, it will actually phase-in into the first, second and third year of the contract as a general rule, but short-term, you know, short-term drag on cloud revenue, but long-term values created for Manhattan on the go forward.
And you see that in the RPO.
Yes. One, and then just last question is on the RPO. Has there been any duration change just how if the consumption coming along from a contracting standpoint. What is the duration like compared to prior quarters, so we can, kind of, look at that in the RPO? Thank you.
Yes, thanks for saying. In the very early days, we're seeing little bit shorter contract, contract values, but it seems to be stabilizing, kind of, a roundabout five year mark on the average, Terry.
Your next question comes from Matt Pfau from William Blair.
Matthew Pfau -- William Blair -- Analyst
Hey guys, thanks for taking my questions. First, I wanted to ask on -- I think a lot of retailers are getting geared up for the holiday season earlier than normal this year. Just wondering, if that dynamic had any impact on either your third quarter results or how you're sort of thinking about the fourth quarter?
No, not really Matt, frankly I agree with you. And we're certainly seeing, folks get geared up little earlier, I think we as consumers, we can expect to see some promotions and so forth earlier in the season indications are that Black Friday will be not quite and Cyber Monday will not be quite the peaks that we've seen in prior years, yet the season will start 10 days to 14 days earlier. So agree with all of that, but frankly we've really not seen much impact from that, retailer start preparing really in March and April for peak season. So that couple week variability hasn't really had much effect on us.
Got it. And then with the accelerated shift to e-commerce. I think, we're most likely going to see a lot of fulfillment in last mile challenges here in the upcoming holiday season. And one way to relieve that right is through BOPUS and curbside pickup, but I didn't really hear you talk too much about those in your prepared remarks, but just sort of wondering if that dynamics having any impact on your business either?
Yes. No it is, there's no question. Those capabilities are kind of associated with our omni-channel suite of solutions, their extensions thereof. I did point out there was one particular customer that saw exactly the dynamic, we're talking about and say, hey, we have got to have particularly curbside in this case, up and running well before the holiday season and we were able to implement order management in that capability in six weeks, which we were pleased about is not the only circumstance, but six weeks from start to finish is pretty impressive, we were pleased with that. But certainly BOPUS and curbside are big parts of what all retailers are looking for, given the capacity constraints that everybody expect to see in parcel and home delivery.
Got it. Last one for me, you guys are guiding for license to be down significantly next year. But I guess the question would be, why would anybody buy a license for WMS now down that you have the cloud version. Just sort of wondering what the rationale on the customer side would be there?
Yes. Well, let's see, so first of all you've got existing customers that certainly have an on-premise solution, they're frankly want to roll that out to additional facilities, they need to buy more users, because of capacity. Those types of scenarios, look, and they're all are not many, but there are a few customers that are still have our propensity for on-premise solutions, they are again few and far between there, but there are few. There are some of our other solutions, while we offer, I mean, in the cloud, our demand forecasting and inventory optimization solutions that still have a balance of cloud and on-premise demand to them. So, there is a number of reasons and the kind of the final one I would say that geographically around the world, there are still some spots where on-premise currently makes sense.
Great, thanks a lot guys. I appreciate it.
Thank you, Matt.
Your next question comes from Joe Vruwink from Baird.
Joe Vruwink -- Robert W. Baird -- Analyst
Great. Hi, everyone. I wanted to go back to the go-live activity, because I think, I heard a 160 in the quarter there. So that's the second straight quarter where it's -- in above normal level and I'd imagine that you're seeing a lot of activity to "get" the easy extension, adding BOPUS and curbside onto order management, things like that. The question is are you seeing follow-on activity come from these engagements? And now that everything is on the cloud. If, let's say, these engagement are starting out more short-term in nature, can you use this as an opportunity to circle back? And maybe get customers thinking about an upgrade cycle going back to things like Warehouse Management?
You know, it's great question, Joe. It does depend, certainly to kind of the first part of your question. There is and there is opportunity for ongoing deployments. So, just to use the examples that you talked about there with BOPUS and curbside, there is certainly some enthusiasm around those two strategies for the reasons that we've already discussed and particularly prior to peak and so forth. There are follow-on activities and capabilities around BOPUS and curbside with digital self service that is a -- typically is kind of a fast follower to those capabilities. Customer engagement strategies around those delivery mechanisms tend to be fast followers. So there is quite a bit of ongoing activity and ongoing cross-sell, upsell capability associated with those.
Now as it relates to sort of -- if you want to call this going back -- backwards down the supply chain to whether it'd be Transportation Management solutions and Warehouse Management solutions. They're not -- it's not so much, I wouldn't characterize it as a natural, kind of, extension of BOPUS and curbside at all. But, as noted in some of the previous conversations, the modernization of distribution centers is frankly becoming imperative a combination of the need to be able to execute on smaller orders, e-commerce orders and the level of automation in robotics is being driven into Warehouses to drive both throughput and accommodate for the challenging labor market in that particular segment.
Okay, great. And just on the last point Eddie, in terms of some of the early adopters, where you've seen interest on Active Warehouse Management. It strikes me as segments that have probably been comparatively resilient this year, thinking about food and beverage grocery, CPG. And so you're launching new technology into a pretty healthy demand environment. These are also applications where there is a lot of variety on SKUs, very high volume. And so I suppose the question is when you launch the Active Warehouse Management, did you feel like there were certain customer segments where if you got traction early, it would drive maybe better referenceability later on and are you seeing that so far with the early awards?
You know, not particularly in terms of focused on early referenceability, you know, and those kinds of things. We're seeing solid traction and deals, frankly, both from our customer base, who want to get onto a cloud strategy and a cloud platform and new customer logos. But as -- and we'll start obviously to publish this as and when we are able, but you see a nice blend of customers across both verticals and geographies.
Hey, Joe. This is Dennis just to piggyback on what Eddie was saying, you know, I would tell you, based on the demand and the pace of growth for Manhattan Active WM and our pipeline, I would say we're in the early stages of a pretty significant replacement cycle. And keep in mind that a large part of that is our installed base, but also about 45%, not all MAWM, but 45% of our cloud pipeline is net new opportunities, net new customers as well.
Okay, great. Thanks, Dennis. Thanks, Eddie, I'll leave it there.
Okay. Thank you, Joe, see you.
Your next question comes from Mark Schappel from Benchmark.
Mark Schappel -- Benchmark -- Analyst
Hi, thank you for taking my question and nice work on the quarter. Eddie starting with you, one of the benefits of your Active WMS solution and so it gives you an opportunity to really move into verticals where maybe you just weren't all that penetrated before industrial, manufacturing to the coal mined [Phonetic]. I was wondering, if you could just address or just give an example or so of maybe some of the early customer interest you're seeing in Active WM from some of these non-traditional Manhattan verticals?
Yes. I mean, we're certainly beginning to see some interest there, Mark, I'm not going to obviously drop names and so forth at this particular juncture. But as you see customers of ours and industries that have typically been, kind of, heavy wholesale, heavy manufacturing and not had any, kind of, consumer contact or direct-to-consumer strategy, but frankly now are, right? So it's starting to sell direct-to-consumer and require a good bit more sophistication in the distribution strategy. There's a lot of early interest from those opportunities.
The other dynamic though, is that what we've now introduced here is a cloud-based solution that always has immediate access to innovation and is extensible. And that's a new phenomenon regardless of vertical. So some of those old verticals that are running old solutions that have been highly customized over the years have been difficult to get access to whether it'd be modern innovation or modern underlying technology, they now have easy access to that with Manhattan Active Warehouse Management system, and again, starting to see a good bit of enthusiasm there.
Great, thank you. And then you mentioned you're Manhattan Active Allocation solution, which I guess is new this quarter, it sounds intriguing sounds interesting. I wonder, if you just provide a few more details on the solution itself and some of the opportunities you see there?
Yes, sure. So I'll keep it brief and because of that, a bit of an overly simplified description Mark given the time we have. But you know, in the -- particularly in the fast fashion in apparel world, you see companies buy for a season and then push product out to the stores. And you don't see a lot of replenishment and inventory optimization activities. When you're pushing that product out to the store, there is still a healthy amount of sophistication. Where do I push that product to? Whether it'd be climate based, consumer demand based, size of store, all those kinds of things, and that's been the sort of the traditional way that one would push and allocate product type.
But in the new world where we've got buy online, pickup in store, curbside pickup, buy online return from store, it requires another level of sophistication and calculating how you push that product out of the store. So Manhattan Active Allocation is a brand new rethink of how to go about soft lines in fast fashion, distribution and allocation of inventory and of course we've built it on our cloud platform, which offers speed of implementation and access to immediate innovation.
Great, thank you.
My pleasure, Mark. Thank you.
Your next question comes from Brian Peterson from Raymond James.
Brian Peterson -- Raymond James -- Analyst
Good evening, gentlemen. Hey thanks for taking the question. So Eddie, it's come up a couple of times, just the idea of a WMS refresh. I'm curious to what extent does the multi-tenant cloud portfolio you can change that, and I'm a little bit more interested, not on the existing installed base versus the opportunity for some of these legacy competitors. I'm curious how would you think about the pace of this refresh opportunity relative to what we've seen in past years?
Well, you know, the WMS systems don't flip in a matter of days or a matter of weeks, Brian, as you know. But look, we've all seen this acceleration of customer demand, e-commerce demand, delivery, expectations and so forth. Even over the last seven, eight months or so and it's real. And it's real. We do think the companies with -- certainly with customer facing requirements, so forth are under an awful lot of pressure to be able to deliver the consumer expectations, consumer demand. And it requires modern technology, old tired Warehouse Management systems that haven't being modernized for years are not going to really be able to get the job done. So we are -- no question, we're seeing a refresh cycle happening. I don't know that it's going to be much, much, much faster than cycles that we've seen before. But it's there and the good news is as we've moved to cloud-based technology, there is a speed component in terms of being able to get these solutions rolled out to customers and prospects.
Got it, thanks Eddie. And maybe one for Dennis, and I appreciate all the components of the guidance. But just in terms of the investments, I know they're picking up a little bit next year. Is there anything that you call out in terms of products or go-to-market that we should be paying attention to on margins next year. Thanks, guys.
No, not really. Not really. As we expect to be able to benefit from scale, of course. But no major product-by-product margin impacts. We see a lot of opportunity clearly in front of us and our appetite to be able to invest in innovation is not been quenched at all. That's for sure, so we expect to continue to invest in innovation that has near-term impact on margins.
Yes, Brian, just to piggyback on that. There is also, you know, as the cloud business continues to scale, we're investing in just tooling with our business to drive the margins up, future margins ups, so requiring investment as the business scales over the next year to two.
Understood. Thanks guys.
Thank you, Brian.
Your next question comes from Yun Kim from Loop Capital Markets.
Yun Kim -- Loop Capital Markets -- Analyst
Thanks. Hey, Eddie and Dennis, congrats on a strong quarter, especially in a tough environment for you guys. Just following up on Terry's question early on. Dennis, I just want to make sure I understand it. So how does the ramp cloud deal effect RPO. Does the whole value of the contract swap in the RPO upfront? Or does it get added when the next ramp starts just like the revenue?
No, it shows up when we close the deal. The bookings show up in RPO or reported in RPO.
Got it. Okay. So that could potentially be choppy as you close on larger deals, right, down the road?
I don't know, if it would be choppy, Yun I think just the reason we put that out there is on the year one ramp the revenue can be much smaller and the exiting annual subscription value can be significantly larger. So, that impact in terms of cloud revenue can squeeze your sequential decline. So it could be a little bit more lumpy on the revenue side, not as much on the booking side.
Okay. Great, thanks for that. And then Dennis, it's a very basic question. Can you just give us update on your business around the brick and mortar or the big box retailers. I am assuming that particular part of the business for you guys is still being pressured, any update there on when we can start to see that business coming back? And then also how much of your professional services business is still kind of tied to that retail vertical slow down, I am assuming some of the weakness in professional services or at least a year-over-year decline is driven by the some of the projects that are more or less postponed that was ongoing prior to COVID?
Yes, certainly, Yun, the -- some of the services -- most of the services decline is associated with some of the kind of retail slowdown and kind of retail hunkering down, frankly we've got a combination of some sub-verticals in retail being very, very busy and focused on meeting customer expectations. Others being impacted by the stores being closed and so forth and putting projects on hold, pausing them and so forth. We're beginning to see those light back up and so forth. So that's encouraging.
In terms of the first part of your question, which was are we seeing activity around big box retail and how our big box retail customer is doing? The answer is, well, but generally in the e-commerce channel, right? You see big box e-commerce retail channels growing 200% year-over-year, putting all kinds of stress on the distribution network. So for us, we are still quite busy in that big box space.
Yes. And we haven't had from a retail perspective, it's a strategic vertical for us and a great growth opportunity. A lot of demand, when you go across sub-verticals within retail itself, Yun. In addition to that, we've had very minimal bankruptcy events, no liquidations, chapter 11 and customers are taking that opportunity to restructure their business. And really the challenge for retailers has been the mandated government shutdowns of their retail businesses. So we've seen a lot of positive activity, not just in closing deals with retail, but we are also seeing a lot of positive activity from the retail sector in the pipeline as well.
Okay, great. Just I'm assuming on the last one, just a high-level question for you guys. The omni-channel commerce has been a hot secular trend for the past several years and obviously it has evolved very quickly to be more strategic since COVID. Now that you guys have a cloud-based WMS solution in the market, which should reduce the overall complexity of the implementation and should be less of customization in the deployment. Are you at all kind of maybe open to adopting a larger partner ecosystem that includes large global system integrators and perhaps even giving them access to some of your professional services work to help them ramp?
Well, look, it's probably a reasonably long answer. At the end of the day, we have a large partner ecosystem around the world that ranges from big global companies like Deloitte, all the way down to the smaller supply chain focused boutique companies. And of course, you've been in that customer conference and there is no shortage of implementation partners at our customer conference.
In terms of customization and so forth, there is still going to be customization required regardless of whether it's on-prem or in the cloud. One of the unique features or capabilities of our cloud solution. It is extensible, right? It is extensible. So, we'll still allow that customization to happen we'll honor all of the contracts of the customization APIs and so forth, so that as we do these updates every quarter, there is no kind of regression issues or implications have to reimplement customization and so forth. So it's a, certainly a valuable capability to be able to customize the solution and have access to immediate innovation.
Okay, great. Thank you so much, guys.
Our pleasure, Yun. Thank you.
Your next question comes from Mark Zgutowicz from Rosenblatt.
Mark Zgutowicz -- Rosenblatt Securities -- Analyst
Good evening. I was just hoping to get a perspective on the -- I'm calling them downstream benefits of your accelerated POS and curbside, pickup adoption. I'm not sure how you characterize it, but I'm just trying to get a sense of where you see that sort of falling into pipeline and whether that might be, if we think about just beyond orders maybe retain business, maybe additional adoption of Active Omni solutions. And then maybe this is a stretch here, but if it's perhaps giving a slight push to accelerate adoption of your Active Warehouse Management solutions? Thanks.
Yes. Thank you, Mark. And I wouldn't say it will be a push or a nudge to go in reverse order, a nudge to the adoption of Active Warehouse Management. Those two things are reasonably different. But I think it is safe to say frankly as a consumer, we're all beginning to expect BOPUS and curbside is table stakes and price of admission frankly in the retail space. Now advanced BOPUS and curbside is starting to really come to the surface, where retailers are looking to offer cross-sell and up-sell opportunities even in BOPUS and curbside environment that requires real sophisticated customer engagement and sophisticated technology systems to be able to make that happen. So, while we have seen an acceleration of e-commerce, I think customer expectations continue to grow and that's why it's so important that we continue to innovate in that space and maintain our market leading position.
Got it. Thank you, Eddie. Appreciate it.
Our pleasure, Mark. Thank you.
That was our last question. At this time, I will turn the call back over to Eddie Capel for closing comments.
Okay, very good Mark. Well, thank you everybody for taking the time to participate in this earnings call. I would look forward to crystallizing our 2021 view, in about 90-days or so. And of course it's very premature, but they will have a very happy and safe holiday season, and we'll speak to you again in about 90-days. Thanks.
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HomeMemorialsObituaries ArchiveMary Jewell Stepp Elliott
Mary Jewell Stepp Elliott
December 12, 2012 1555
October 28, 1911 – December 8, 2012
Service: December 12, 2012
Section: Masonic Section
Mary Jewell Stepp Elliott, age 101, passed away peacefully at her residence Saturday, Dec. 8 2012.
Born October 28, 1911 in Carter County, she was the daughter of the late Silas Henry and Bessie Mae Reynolds Stepp. Jewell was a loving wife and devoted mother who always put family first. Her oldest son, Bill, a Hurricane Hunter in the Air Force, was listed as MIA after an airplane crash off the coast of South Carolina in 1953. She was designated as a Gold Star mother. She was of the Baptist faith and a member of the University Parkway Baptist Church.
In addition to her parents, she was preceded in death by her husband, William Paul Elliott; one son, A2C Billy Gene Elliott; one grandson, Kenneth Gene Elliott; daughter-in-law, Patsy K. Elliott, three sisters, Viola Stepp Elliott, Thelma Stepp Hughes, and Bonnie Stepp Freeman.
Survivors include: One Son, Jerry Joe Elliott and wife, Sally of Johnson City; One daughter, Judy Hope Hastings and husband, Jim of Johnson City. Daughter-in-law, Ann Beard, Johnson City. Seven grandchildren, William (Bill) Lee Price, Brett Elliott Price, Brian Marshall Price, and Bradley Keith Price of Johnson City, Frank Watson Hawkins, II and wife, Kelly of Knoxville, Tn; Earnest Paul Elliott and wife, Julie of Oak Ridge, TN and Tonya Elliott Harrington and husband, David of Troutville, VA. Eight great-grandchildren, Paul Price, Johnson City; Michael Price, Inverness, FL; Cole and Brianna Price, Johnson City; Mathilda Hawkins, Knoxville, Tn.; Bethany Elliott, Knoxville, Tn.; William Elliott, Clinton, Tn., and Nathan Elliott, of Knoxville, Tn. Four great-great grandchildren, Ty, Zion, Nadia, and Travis Price; nieces and nephews, Glenn Elliott, JoAnn Campbell, Dolores Craig, Ted Hughes, Jim Freeman, and Sharon Crider. Beloved sister-in-law, Lyndell White, Elizabethton. Dear Friends: Betty Wolfe, Dorothy Cole, Rhea Baker, Brenda Barnette, Virginia Reecer, Barbara Peterson, Mary Ruth Livingston, and Ginnie McClure.
The family will receive friends from 12:00 to 1 pm Wednesday, December 12 at Morris Baker Funeral Home North Chapel. The funeral will follow visitation in the North Chapel of Morris-Baker Funeral Home with the Rev. David Clark officiating. The Eulogy will be given by Mrs. Brenda Barnette. Interment will follow at Happy Valley Memorial Park.
Pallbearers: William Elliott, Nathan Elliott, Bill Price, Brian Price, Brad Price, Frank Hawkins, II, and Jack Cole.
Honorary Pallbearers: Ernie Elliott, Cole Price, Paul Price, and Michael Price
The family would like to thank Dr. Ahmed Khan and the Mountain States Hospice and The Visiting Angels for taking such good care of our mother.


Just a quick note here to let you know that the blog is closed this week. (We're taking a well deserved break to enjoy some family time, and hope you get the chance to do the same.) But don't worry, we'll be back in January with more posts!
I also wanted to throw out a quick thank you to all of you who have been faithfully reading the blog on a weekly basis. Your support means a great deal, especially since I took the plunge to go full time with Excelguru back in May. It's been a great year in that regard, as it's given me the opportunity to build many things, including M is for Data Monkey. Much of the material for this book was inspired by blog comments and email, and I feel fortunate to have been able to translate those into a book that is being so well received.
We wish you the very best of the holiday season, whichever you celebrate, wherever in the world you are. See you in 2016!
Last week's blog post on merging tables using Outer joins has proved to be pretty popular. (I guess I'm not the only one who struggled with this concept!) This week we'll look at the remaining three options, showing how to merge tables using Inner and Anti joins.
We're going to work with the same set of data as we did last week, although we have a different sample file for it (to hold the completed queries.) That file can be downloaded here.
… two tables of data, one called Transactions, and one called ChartOfAccounts.
Now, the key piece you want to watch here is that we need the Account-Dept combination to exist in both tables in order to make a perfect join between them. Think VLOOKUP for a second… if you tried to make a VLOOKUP for account 10045 from the Transactions table against the ChartOfAccounts table, what would you get? Of course, you'd get #N/A since 10045 doesn't exist in the ChartOfAccounts table.
In this case we have items in both tables that don't exist in the other. (The yellow records in the Transactions table don't have a match in the ChartOfAccounts table, and the red records in ChartOfAccounts don't have a match in the Transactions table.) With these differences we can test how each of the first three join types available to us behave when we try to merge the data in both tables together.
We've already got the ChartOfAccounts query and Transactions queries set up as connection only queries, so we're ready to jump right into comparing the join types.
We can now see the meaning of the Inner Join. Unlike the Full Outer Join that pulls in all records from both tables whether there is a match or not, the Inner Join only pulls in rows that exist in both the left and right tables. In other words… all those red and yellow rows shown in our original data set? They're missing from this output.
I can see this being very useful for indentifying matching records, giving a list to show which ones matched without polluting the data set with non-matching items.
Done? Let's go see if you're right.
So this time, we only see the records from the left table (Transactions) that had no matching record in the ChartOfAccounts (right) table. How cool is that? This allows us to immediately identify records with no matches at all.
Yes indeed, as you probably predicted, only the records shown highlighted in yellow in the ChartOfAccounts (right) table show up in this set. No record that has a match in the Transactions (left) table, nor any records in the Transactions table without a match in the ChartOfAccounts table show up.
I think this is pretty cool stuff. If you'd asked me how many ways there are to join data, I think I would have been hard pressed to answer six until I wrote this up. But seeing it laid out in full, with each option detailed… I can see where these would each be useful in their own right. I hope you enjoyed taking the journey with me here!
Oh… and by the way… if you'd like to download one workbook with all six join types included… you can do that here.
The term "Join" comes from the database world, and I'll admit that I've struggled with understanding it... especially when you combine it with some other keywords. So this week I thought it would be good to explore it in a bit more detail, specially to show the different results when we merge tables using outer joins.
So two tables of data, one called Transactions, and one called ChartOfAccounts.
Of course, the first thing we need is a pointer to each table for Power Query to work. So let's set that up first.
This will work nicely. We have a pointer to both tables, but didn't cause any data duplication by loading a new copy to a worksheet.
Notice that the Join Kind in the bottom is "Left Outer (all from first, matching from second). Let's click OK and see what that means.
Again, the key point here is that every value from the Left table is returned, whether there is a match or not in the Right table. The yellow rows here match the yellow rows in the original Transaction table shown at the beginning of the post.
But… notice also that accounts 10040 and 11000 (the red accounts in the COA table) do not shown in the listing at all. This is your Left Outer join in action. It pulls all records from the left table, any matches from the right (or null if no records on the right match). It never looks at the right side at all to see if records exist there that don't exist in the left hand table.
Rather than discuss the difference here, let's just demo it. One caveat… it's important to get a clear understanding that you start with same base table in order to make parallel comparisons!
Notice the big difference here? This time the values from the Right table (ChartOfAccounts) show whether there is a match in the Left (Transactions) table or not. The red rows (containing 10040 and 11000 from our original table) are now present, where they weren't in the previous scneario.
But the (yellow) items that were in the Left (Transaction) table which don't have a match in the Right (ChartOfAccounts) table? They're nowhere to be seen!
At any rate, we can now compare and contrast those two joins. Let's finish this one off and look at the final join we'll examine today.
Some time ago I got an email from Alex asking me if there was a way to identify duplicates using Power Query, but without removing non-duplicate records in the process. This post explores how to do that.
While multiple brands are okay here, we need a list that shows only unique SKU numbers. While the list provided to you was supposed to be duplicate free, you're not 100% sure that it actually is. While it would be easy to just hit the SKU column with the Remove Duplicates function, you don't want to do that. Instead you'd like to indentify which records have duplicate entries in the list.
Now we need to figure out how to flag any repeating SKU as a duplicate.
The trick here is to use the Group By feature in Power Query, while preserving the relevant matching records.
NOTE: We cover the Grouping feature in Chapter 14 of M is for Data Monkey.
Let's tweak this a bit, and subtract 1 from each value. That would give us a truer representation as to how many duplicates there are.
Much better. We're now seeing that SKU 510010 appears to have 1 duplicate entry in the data set.
But there is still an issue here. When we grouped our records, we lost both the Brand names column, but also any duplicate records. Since the whole point of this exercise was to Indentify Duplicates but not remove the duplicate records, we're still not in a good place.
Let's fix this. Remember how we added a new step to show "All Rows" for the ProductDetail column? That step gave us the ability to do something pretty cool… it gave us the ability to get back all the lost records and product detail information we're currently missing.
As you can see, this will bring back all the details we lost earlier.
Notice, that it re-sorted the data. That's not exactly a desirable outcome, as we are trying to flag duplicates for a reason. Maybe we want to know where they exist in an inventory count or we have some other reason for wanting to preserve the original sort order of our data. It's for this reason that we added the Index column earlier. That came through with the All Rows step, so let's put our data back into its original order.
Our goal is now complete. We were able to identify duplicates and flag them without removing non-duplicate items. In addition, we have preserved the original order of the data in case that was important to us for any reason.
In this week's post we're going to circle back to the original post on how to Separate Values and Text in Power Query from November 4, 2015. That post attracted a couple of suggestions from Imke Feldman and Bill Szysz with better methods.
Now, my friend Scott would tell you that the user (I'll paraphrase this) "should get a stern lesson on proper data entry practices", but if the data is already in the system… it's too late and we have to deal with it.
Basically, any measure that has a number in it, or commas or spaces mid number… they're all killers to my routine. So Bill emailed me to show me how he would approach the situation.
If you'd like to follow along, the source workbook can be downloaded here.
At this point, we can identify an issue in the way we stepped through the process. Can you see it?
In the original data set, the L (for litres) was capitalized. In our output, it's not. If you don't care about this, then skip step 3, but if you think this is important… we need to modify our steps a bit.
So how? If we need it converted in order to split with a smaller list, what do we need to do?
Note: If you're expecting this from the beginning, there is obviously no need to convert to lowercase, cause the error then fix it. You could skip the pain and just wrap the column in a Text.Lower() function to begin with. The reason I showed this route is that I find I frequently iterate this way when building my own data cleanup scenarios.


On the 16 May Darren Shore our Commercial Director in Bournemouth will be taking taking part in the Amelia Rally to raise funds for the Amelia Grace Rainbow Fund. The Rally is between Bournemouth and Amelia in Italy and the cars must have cost no more than £500. The Amelia Grace Rainbow Fund raises money for terminally-ill children as well as those with chronic and life-limiting illnesses in the Dorset area and provides days out, holidays and equipment to the children and their families. It was established by Chantel and Karl Cox, Amelia's parents, after their little girl lost her brave battle against an aggressive form of childhood cancer in 2010. To find out more about this charity which is being supported by The Works in Bournemouth this year, please visit www.ameliasrainbow.org.


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Q: boost asio for windows I apologize, but this question sounds silly to even to me, but maybe it will help someone else also, so I am asking it:
I downloaded & installed the Windows Pre-Built libraries for Booste 1.67 (MSVC 14.1 x64). https://dl.bintray.com/boostorg/release/1.67.0/binaries/
But when I look in the folder for ./lib-msvc-14.1/ I do not see a DLL or .lib for ASIO.
Is it included in a different .dll?

A: This is because Boost.Asio is a header-only library:

By default, Boost.Asio is a header-only library.

(But parts of Boost.Asio depend on other Boost libraries that must be compiled)

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New video for a U.K. DJ makes one wonder what the city would be like if graffiti murals--and other things--"came to life" and told their stories.
A new music video for a U.K.-based hip-hop artist showcases a fun idea: talking (and moving) graffiti.
The video, by British design outfit Paintshop Studio, features, in the words of Paintshop's blog, "animated graffiti rappers, created entirely in spray paint and brought to life by painting and repainting key elements."
Of course, this particular graffiti mural is confined to a video. But it does make us think. What if you combined this idea with QR tags and augmented reality? We've seen similar things before. Artists have "hi-jacked" billboards using iPads and AR, and damaged murals have been "restored" using QR tags. It might be pretty sweet if you could hold your smartphone or tablet up to a piece of graffiti or a mural and watch it come alive.
Beyond that, we like how the video shows the process of creating the mural. And that makes us envision a day in the not-too-distant future when--with the help of QR tags, AR, and/or similar technologies--the city itself, and all our physical surroundings, have become a kind of textbook or encyclopedia.
What if everything carried a discreet QR tag that let you see how it was created? Frank Lloyd Wright sometimes "signed" his buildings with a little red tile. What if future architects embedded such tiles in their works--tiles that let you access interviews with them and watch footage of the building being designed and built? What if a chair--or a can of spray paint--could show you its trip through the factory?
Until they unfold in some future time, here's DJ Format's "Statement of Intent." Let your futurist, sci-fi imagination run wild. And tell us about it in the comments section.


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Home Features Opinion Mark Walton Mark Walton on the supercar power wars, CAR+ February 2016
Back to Mark Walton
More like this: New February 2010 issue of CAR Magazine
Mark Walton on the supercar power wars, CAR+ February 2016
To confirm, Mark Walton has never passed out while accelerating (although a few of his passengers may have)
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► Bugatti announces Chiron will have 1500bhp
► When will the supercar power battle end?
► Vanishing Point set precedent in 1984
Fifteen hundred horsepower!? The recently announced Chiron, Bugatti's Veyron replacement, will have 1500 metric PS apparently (or 1479.28994082840237 British bhp – I can see why they went with the PS figure). Really? Is that necessary? It begs the question – again, the same question we asked when the McLaren F1 came out, then the Veyron, the P1 and the LaFerrari and the Koenigsegg One:1 etc etc etc – where's it going to end? Two thousand horsepower? Three thousand?
I'll tell you where it'll end: at the Vanishing Point. Who remembers 'Slam'n Sammy' Miller and his famous rocket dragster of the 1970s and '80s? He was a hero of mine back in my teenage years, every since I discovered he strapped himself into his car (called Vanishing Point, please keep up) then pressed a button to release the rocket fuel and passed out, because of the brutal G-force. He would wake up after the parachutes had deployed, a quarter of a mile down the road. We told stories at school, about how his nose and ears bled every time he drove the car.
I don't know whether any of this is true – back then, 'Slam'n Sammy' and his Chevy Vega-based rocket car were as much a myth as they were the science of burning military-grade hydrogen peroxide fuel. You could have told me Miller's rocket was stolen from an experimental Soviet space shuttle, found abandoned on the dark side of the moon, I would have lapped it up.
There's evidence that he did pass out: in Cole Coonce's 2002 book Infinity Over Zero, Miller's friend and fellow drag racer Brent Fanning is quoted saying, 'He [Miller] had the brake handle rigged with a brass knuckle type grip (it was a push brake), so his hand would stay on the brake should he black out when the car ran out of fuel, which it had been calculated to do at just past the 1/8th mile. Then the deceleration would move his arm and brake handle forward, applying the brake… thus slowing the car until he regained consciousness.'
What a way to earn a living.
Myth or not, what is absolutely beyond dispute is that Sammy Miller and Vanishing Point set the fastest quarter-mile time ever recorded on a drag strip, anywhere on earth. In 1984 he did a quarter mile – accelerating from 0-386mph – in just 3.58 seconds. The 0-60 time has been calculated at 0.16 of a second. So Bugatti has a way to go yet.
What's remarkable is that Miller wasn't in California or some Texas sports arena – he set that record here in the UK, at a miserable grey airfield near the village of Podington, about 15 miles out of Bedford. Also known as Santa Pod, Britain's premier drag-racing venue since 1966.
And you can still watch it on YouTube. Not sure if it's the period video quality or Podington itself that's so grainy, but if you search for 'Sammy Miller 1984' you can clearly see Miller leave the startline like an elastic band flicked across a room. I can't find any footage of him being lifted from the car at the end of the runway, eyes half closed and covered in blood. If any reader was there in the 1980s and can confirm the myth, please write in. If none of this is true, just keep it to yourself.
Sadly, Miller died in 2002. When he wasn't driving a dragster, he ran an oil firm called Applied Force. He was killed in an oil-field explosion in West Texas, aged 57. Shame – if he was still alive today he'd probably be a special guest at the Festival of Speed, blowing all the windows out of Goodwood House as he celebrated 40 years in the record-breaking business (Miller's first rocket car – the first rocket-powered Funny Car in the world – was called the 'Spirit of '76'). (He drove it in 1976. Oh please keep up.)
Anyway, all of this came to mind when I heard about the 1500bhp Chiron. Maybe in a few years Bugatti will develop a partially autonomous car, which takes control once the driver's passed out during a 0-60mph acceleration? Three thousand, 4000bhp… where will it all end? It was estimated that Vanishing Point had 20,000bhp. But maybe that was a myth too.
By Mark Walton
Contributing editor, humorist, incurable enthusiast


I was raised by a strong woman, and I was raised to be a strong woman. I love when women stand up for each other and when they stand beside one another. With Mother's Day coming up, I'm thinking even more on the type of woman who taught me what femininity means, and the type I want to be [someday] for my own daughters. Today, instead of my normal words, you get to hear from one of my favorite bloggers, Ashley. She writes about so many things, so many good and important things that need to be said. And she has such a heart for God's love for women, his love of dangerous and un-nice women. Not only does Ashley write about her own amazing mama, she writes about and for the women the world over made weak by their circumstances, and how we can help them realize their own strength. Take a minute to read her post and make sure to check out the great Mother's Day download at the end!


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Develops understanding of global communities in their relationships to wider social, cultural, historical, political and economic settings, factors, and ideas. Students connect theories and practices in global community development to the shifting social, political, and economic environments that shape people's lives in the global North and South. Participants explore the centrality of the concept of globalization and the integration of local and global forces. They develop and apply global literacy in a number of domains: political, economic, cultural, moral, organizational, and spiritual/religious. Pre-requisites: GBLD501 and GBLD505.
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Development Time of S. praefectus and Efficacy of Nymphs as Predators Stethoconus praefectusadults (females and males) that were 1 d old were confined in clear Plexiglass cages and provided with avocado lace bugs as described above. https://extension.umn.edu/yard-and-garden-insects/lace-bugs When this wasp completes its development, it exits through a round hole it chews in the end of the lace bug egg (Fig. Both adults and nymphs are sap-suckers. Some species are narrow-bodied, and some species are brown or dark-colored. Avoid treating plants when possible. One reason why many birds spend a lot of time in trees is because they are hunting the many, many kinds of insects and spiders that live in trees. The lace bug is a small, flat insect to 2mm long, with see through, lace like wings. Insecticidal soaps and horticultural oils are toxic to nymphs and adults, but they do not kill eggs nor do they provide any residual control (and thus are safer for parasites and predators). Jasmine Pests. Based on this research, we have concluded that the release of lacewing predators holds promise for short-term azalea lace bug control. Remember, the label is the law. It's possible that a lace bug might poke you with its beak, but it's a harmless annoyance. rearing and laboratory experiments were 26 ± 1°C, 60 ± 5 RH, and 12:12 (L:D). Although pesticide options exist, try to tolerate lace bugs in your landscape. You can visit a nursery to buy these bugs. A tiny mymarid wasp is known to parasitize eggs of both the azalea and andromeda lace bugs. Arthropods—invertebrates with "jointed legs" — are a group of invertebrates that includes crayfish, shrimp, millipedes, centipedes, mites, spiders, and insects. 1991), S. pyri (Mella) (asS. Generally, do what you can to keep your landscaping plants healthy in the first place. Always follow the pesticide label directions attached to the pesticide container you are using. The relationship between azalea lace bug, Stephanitis pyrioides (Scott), abundance and components of vegetational texture were examined in managed landscapes to determine which component(s) best explained patterns in lace abundance. There are a range of predators that feed on azalea lace bug including azalea plant bug, tree crickets, earwigs, green lacewings, minute pirate bugs, and spiders. These spots might be the first sign of their presence. Many insects and other small, creepy predators consume lace bugs, including assassin bugs, lacewing larvae, parasitic wasps, jumping spiders, lady bird larvae, and more — a reminder to tolerate our fellow earthlings. Lace bugs generally do not affect plant health, and the best option in most cases is to tolerate and ignore their feeding. The eggs, nymphs and adults of the bugweed lace bug are prey to generalist predators such as mirids, coccinellids and formicids, and predation has been the main reason for failed establishment in field sites where it has been released for biocontrol purposes. Azalea Lace Bug. There are hundreds of different types of beneficial predator insects, but not all of them are available commercially. Parasitic Wasp. Feeding damage is most noticeable in mid to late summer when populations are at their highest. Lace bugs feed on many trees and shrubs in Minnesota, especially hackberry, walnut, basswood, white oak, bur oak, willow, chokecherry, hawthorn, cotoneaster and amelanchier (juneberry/serviceberry). In its life cycle the bug grows through several nymph stages (instars). Following are brief descriptions of four of our most common lace bugs. Beneficial insects feast on aphids, mites, caterpillars and other plant-consuming bugs and are harmless to people, plants and pets. Small, flattened, and usually broadly rectangular, lace bugs have a lacy network of ridges on the forewings and body. Observers have noted that many species seem to prefer hot, sunny areas. If making an application, wait until after the trees or shrubs have finished flowering to reduce pesticide exposure to bees. Nymphs feed for about three to four weeks and mature into winged adults that lay additional eggs. Insects are one of the most diverse subsets of animals on Earth with roughly 91,000 species currently known to us. It takes a large number of lace bugs on a plant to cause a problem that a gardener needs to address with treatments like those below. When using pesticides, be sure to spray the undersides of the leaves where lace bugs are found. Did you ever imagine yourself ordering a box of bugs? There are dozens of species of lace bugs, and each one feeds on only one species of plant. The under surface of affected leaves should have dark varnish-like spots of excrement scattered about with concentrations along the leaf veins. It's common for lace bugs to fall onto people when we stand under the trees they're feeding on. Some predators that you can introduce to … CAUTION: These products are very toxic to bees. Light colored bodies with dark colored markings. Green lacewings are insects in the large family Chrysopidae of the order Neuroptera.There are about 85 genera and (differing between sources) 1,300–2,000 species in this widespread group. Adult lace bugs have lace-like wings and an expanded, lacy hood back of the head. While small, minute pirate bugs eat large amounts of soft-bodied insects and larvae. An egg parasite, Anagrus takeya-nus, is reported to occur in much of the mid-Atlantic and southeast U.S. As many as one-third of the lace bug eggs may be parasitized by this wasp in some locations. These inglorious insects feed a wide variety of wildlife that people consider beneficial, and collectively they have an important role in nature. lace bug predators (Mathen & Kurian 1972; Henry et al. These beneficial species may not appear in sufficient numbers until after lace bugs become abundant, but their preservation is an essential part of a long-term, integrated pest management program. Lace Bugs. Predators of lace bugs include several mirid plant bugs. Lacewings are excellent predators of aphids and other small insects. Dealing with lace bugs can be annoying but the good news is that with effective lace bug treatment, you can rid them of the garden. Both adults and nymphs have piercing-sucking mouthparts and remove sap as they feed from the underside of the leaf. Lace bugs have two generations per growing season in Minnesota. Build A Beneficial Insect Population & Maintain A Healthy Garden! The adults are light brown with patches of black or brown. 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Tower Property Fund is planning to bulk up its investments in Croatia as it hedges against weak economic conditions in SA, CEO Marc Edwards said on Tuesday.
"We are a bit weary about conditions in SA so it is helpful to have exposure to an offshore market," he said.
Tower owns five Croatian properties, which represent 28% of its total assets by value.
The Croatian assets were ring-fenced through the establishment of TPF International during the reporting period. The new unit is based in Mauritius.