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Tax Insights, November 15, 2017
U.S. Senate Releases Tax Reform Proposal
On Nov. 9, the U.S. Senate Committee on Finance revealed its version of the Tax Cuts and Jobs Act (the Act) (and released a modification of the Act late last night). A summary of the policy highlights of the Act can be found here, and a description of the Act prepared by the Staff of the Joint Committee on Taxation can be found here (and a description of the Chairman's modification here). Last week we summarized portions of the U.S. House of Representatives' version of the Act (see our prior coverage here).
Major sections of the Senate version of the Act are described below:
The House version of the Act proposes four tax rates, while the Senate version maintains the current seven tax rates, but it changes the brackets at which certain rates apply and reduces the top marginal rate of tax to 38.5 percent – down from 39.6 percent under current law.
The standard deduction would be increased to $24,000 for married individuals filing a joint return, $18,000 for head-of-household filers and $12,000 for all other taxpayers.
Like the House version of the Act, the Senate version proposes to repeal the deduction for personal exemptions.
The Senate version reduces the individual shared responsibility payment under the Affordable Care Act to zero (effective with respect to health coverage status for months beginning after Dec. 31, 2018).
Unlike the House version of the Act – which proposes to tax a portion of net income distributed by a pass-through entity, e.g., a partnership, to an owner or shareholder as business income subject to a maximum rate of 25 percent – the Senate version proposes to allow an individual taxpayer to deduct 17.4 percent of qualified business income from a pass-through entity generally limited to 50 percent of the taxpayer's allocable or pro rata share of W-2 wages of the partnership or S corporation or 50 percent of the W-2 wages of the sole proprietorship. Like the House version of the Act, the Senate version proposes that individuals engaged in the practice of law, accounting, health care, etc., through a pass-through entity would not be eligible for the deduction.
In the case of an individual, the Senate version allows state, local and foreign property taxes and state and local sales taxes as deductions only when paid or accrued in carrying on a trade or business or an activity described in Section 212 (relating to expenses for the production of income). This differs from the House version, which would allow the state and local tax deduction limited to real property taxes paid up to $10,000. (Section references are to the Internal Revenue Code of 1986, as amended (the Code)).
The Act proposes the complete repeal of the deduction for interest on home equity indebtedness. Unlike the House version, the Senate proposal maintains the deduction for interest paid on newly purchased homes for mortgages up to $1 million, the same as under current law.
The Act proposes the complete repeal of all miscellaneous itemized deductions that are subject to the 2 percent floor under present law.
The income-based percentage limit described in Section 170(b)(1)(A) for certain charitable contributions by an individual taxpayer of cash to public charities and certain other organizations is increased from 50 percent to 60 percent.
The overall limitation on itemized deductions (i.e., the phaseout of itemized deductions for taxpayers over a certain level of income) is repealed.
The length of time a taxpayer must own and use a residence to qualify for the exclusion of gain from sale of a principal residence is extended. Specifically, under the proposal, the exclusion is available only if the taxpayer has owned and used the residence as a principal residence for at least five of the eight years ending on the date of the sale or exchange.
Estate and generation-skipping transfer taxes
Unlike the House version of the Act – which would, beginning in 2023, repeal the estate and generation-skipping transfer taxes – the Senate proposal doubles the estate and gift tax exemption amount by increasing the basic exclusion amount from $5 million to $10 million. The $10 million amount is indexed for inflation occurring after 2011.
Alternative minimum tax
Like the House, the Senate proposes to repeal the alternative minimum tax.
Like the House, the Senate proposes that the four-tier corporate tax rate would become a flat 20 percent rate, but the Senate version of the Act proposes to implement the rate beginning in tax years after Dec. 31, 2018 (the House proposal makes the rate effective next year).
Small businesses will see the expensing limitation under Section 179 increased to $1 million and the phaseout amount increased to $2.5 million – lower thresholds than those proposed by the House.
The Senate, unlike the House, does not propose to eliminate the rehabilitation tax credit or the new markets tax credit. With respect to the rehabilitation tax credit, the 10 percent credit for pre-1936 buildings is repealed and a 10 percent credit (not 20 percent as under current law) is permitted for qualified rehabilitation expenditures with respect to a certified historic structure.
Under current law, the deduction for business interest generally is not limited. Under the Senate plan, like the House plan, net interest is limited to 30 percent of modified taxable income.
Real property (nonresidential and residential rental property) has its depreciable life reduced to 30 years, down from 39 years under current law.
The Act permits taxpayers to fully and immediately expense 100 percent of the cost of qualified property acquired and placed in service through 2022.
Like the House proposal, the Senate version of the Act permits taxpayers to deduct a net operating loss carryover or carryback only to the extent of 90 percent of the taxpayer's taxable income.
The Act limits the like-kind exchange rules, making them applicable only to real property that is not held primarily for sale.
The cost of any specified security sold, exchanged, or otherwise disposed of on or after Jan. 1, 2018, will be determined on a first-in, first-out basis except to the extent the average basis method is otherwise allowed (as in the case of shares of a regulated investment company (RIC)). The provision would apply to sales of portfolio securities by a fund taxed as a RIC.
Gain or loss from the sale or exchange of a partnership interest is effectively connected with a U.S. trade or business to the extent that the transferor would have had effectively connected gain or loss had the partnership sold all of its assets at fair market value as of the date of the sale or exchange. Any gain or loss from the hypothetical asset sale by the partnership would be allocated to interests in the partnership in the same manner as non-separately stated income and loss. Also, the transferee of a partnership interest would be required to withhold 10 percent of the amount realized on the sale or exchange of a partnership interest unless the transferor certifies that the transferor is not a nonresident alien individual or foreign corporation. If the transferee fails to withhold the correct amount, the partnership is required to deduct and withhold from distributions to the transferee partner an amount equal to the amount the transferee failed to withhold.
The definition of a "substantial built-in loss" for purposes of Section 743(d), affecting transfers of partnership interests, is modified. In addition to the present-law definition, a substantial built-in loss also exists if the transferee would be allocated a net loss in excess of $250,000 upon a hypothetical disposition by the partnership of all partnership assets in a fully taxable transaction for cash equal to the assets' fair market value, immediately after the transfer of the partnership interest.
The basis limitation on partner losses is modified to provide that a partner's distributive share of items that are not deductible in computing the partnership's taxable income, and not properly chargeable to capital account, are allowed only to the extent of the partner's adjusted basis in its partnership interest at the end of the partnership taxable year in which the expenditure occurs. Thus, the basis limitation on partner losses applies to a partner's distributive share of charitable contributions and foreign taxes.
Taxation of foreign income and foreign persons
Similar to the House proposal, the Senate proposal includes an exemption for certain foreign income by means of a 100 percent deduction for the foreign-source portion of dividends received from "specified 10 percent owned foreign corporations" by domestic corporations that are U.S. shareholders of those foreign corporations within the meaning of Section 951(b) (DRD). The DRD would not be available for any amount received from a controlled foreign corporation for which a deduction would be allowed under this proposal and for which the specified 10 percent owned foreign corporation received a deduction (or other tax benefit) from taxes imposed by a foreign country. Further, the DRD would not be available with respect to any dividend on any share of stock that is held by the domestic corporation for 365 days or less during the 731-day period beginning on the date that is 365 days before the date on which the share becomes ex-dividend with respect to the dividend. No foreign tax credit or deduction is allowed for any taxes paid or accrued with respect to a dividend that qualifies for the DRD.
Also similar to the House proposal, the Senate proposal generally requires that, for the last taxable year beginning before 2018, any U.S. shareholder of a "specified foreign corporation" must include in income its pro rata share of the undistributed, not previously taxed post-1986 foreign earnings of the corporation (mandatory inclusion). For purposes of this proposal, a specified foreign corporation is any foreign corporation that has at least one U.S. shareholder. It does not include passive foreign investment companies that are not also controlled foreign corporations (CFCs). U.S. shareholders with accumulated deferred foreign income may deduct a portion of the mandatory inclusion in an amount that depends upon the proportion of aggregate earnings and profits attributable to cash assets rather than noncash assets. A U.S. shareholder may deduct as much of the aggregate earnings and profits attributable to cash assets as is necessary to result in a tax rate of 10 percent for such inclusion (compared with 12 percent in the House version). For the remainder of the deferred income in the mandatory inclusion, the U.S. shareholder may deduct an amount sufficient to result in a tax rate of 5 percent with respect to such income. At the election of the taxpayer, the increased tax liability generally may be paid over an eight-year period; the payments for each of the first five years equal 8 percent of the net tax liability, 15 percent in the sixth year, 20 percent in the seventh year and 25 percent in the eighth year (compared with an equal 12.5 percent over the eight years in the House proposal). The proposal denies any deduction claimed with respect to the mandatory inclusion and imposes a tax rate of 35 percent on the entire inclusion if a U.S. shareholder becomes an expatriated entity within the meaning of Section 7874(a)(2) at any point within the 10-year period following enactment of the proposal.
A U.S. shareholder of any CFC must include in gross income for a taxable year its global intangible low-taxed income (GILTI) in a manner generally similar to inclusions of Subpart F income. In general, the GILTI amount included in gross income is treated in the same manner as an amount included under Section 951(a)(1)(A) for purposes of applying certain sections of the Code. The proposal requires that the amount of GILTI included by a U.S. shareholder be allocated across each CFC with respect to which it is a U.S. shareholder. For any amount of GILTI included in the gross income of a domestic corporation, the corporation is deemed to have paid foreign income taxes equal to 80 percent of the product of the corporation's inclusion percentage multiplied by the aggregate tested foreign income taxes paid or accrued, with respect to "tested income," by each CFC with respect to which the domestic corporation is a U.S. shareholder. In the case of a domestic corporation for its taxable year, the proposal allows a deduction equal to 37.5 percent of the lesser of (1) the sum of its foreign-derived intangible income plus the amount of GILTI that is included in its gross income, or (2) its taxable income, determined without regard to the proposal (the 37.5 percent deduction is reduced to 21.875 percent for taxable years beginning after Dec. 31, 2025).
Similar to the House proposal, the Senate proposal also modifies the constructive ownership rules for purposes of the CFC rules to provide that a U.S. corporation would be treated as constructively owning stock held by its foreign shareholder. Additionally, a U.S. parent would be subject to current U.S. tax on the CFC's Subpart F income even if the U.S. parent does not own stock in the CFC for an uninterrupted period of 30 days or more during the year.
The requirement in Subpart F that U.S. shareholders recognize income when earnings are repatriated in the form of increases in investment by a CFC in U.S. property would be amended to provide an exception for domestic corporations that are U.S. shareholders in the CFC either directly or through a domestic partnership.
The proposal addresses base erosion that results from excessive and disproportionate borrowing in the United States by limiting the deductibility of interest paid or accrued by U.S. corporations that are members of a worldwide affiliated group. For any domestic corporation that is a member of a worldwide affiliated group, the proposal reduces the deduction for interest paid or accrued by the corporation by the product of the net interest expense of the domestic corporation multiplied by the debt-to-equity differential percentage of the worldwide affiliated group. Net interest expense means the excess (if any) of (1) interest paid or accrued by the taxpayer during the taxable year, over (2) the amount of interest includible in the gross income of the taxpayer for the taxable year.
The proposal addresses recurring definitional and methodological issues that have arisen in controversies in transfers of intangible property for purposes of Sections 367(d) and 482, both of which use the statutory definition of intangible property in Section 936(h)(3)(B). The proposal revises that definition and confirms the authority of the IRS to require certain valuation methods. However, it does not modify the basic approach of the existing transfer pricing rules with regard to income from intangible property.
Under the proposal, a taxpayer (1) which is a corporation other than a regulated investment company, a real estate investment trust or an S corporation; (2) which has average annual gross receipts of at least $500 million for the three-taxable-year period ending with the preceding taxable year; and (3) which has a "base erosion percentage" of 4 percent or higher for the taxable year is required to pay a tax equal to the "base erosion minimum tax amount" for the taxable year. The base erosion minimum tax amount means, with respect to an applicable taxpayer for any taxable year, the excess of 10 percent of the "modified taxable income" of the taxpayer for the taxable year over an amount equal to the regular tax liability (defined in Section 26(b)) of the taxpayer for the taxable year reduced (but not below zero) by the excess (if any) of credits allowed under Chapter 1 over the credit allowed under Section 38 (general business credits) for the taxable year allocable to the research credit under Section 41(a) (the 10 percent rate is increased to 12.5 percent for taxable years beginning after Dec. 31, 2025).
Similar to the House version, the Senate version proposes the imposition of a 1.4 percent excise tax on the net investment income of private colleges and universities that have at least 500 students and assets (other than those used directly in carrying out the institution's educational purposes) valued at the close of the preceding tax year of at least $250,000 per full-time student. State colleges and universities would not be subject to the extension of the tax.
Unlike the House, the Senate does not propose the repeal of interest on newly issued "qualified 501(c)(3) bonds," such as those that benefit 501(c)(3) organizations like colleges and universities, but the exclusion for interest on a bond issued to advance-refund another bond would be repealed.
An employer is liable for an excise tax equal to 20 percent of the sum of (1) the remuneration (other than an excess parachute payment) in excess of $1 million paid to a covered employee by an applicable tax-exempt organization for a taxable year, and (2) any excess parachute payment (under a new definition for this purpose that relates solely to separation pay) paid by certain tax-exempt organizations to a covered employee. Accordingly, the excise tax applies as a result of an excess parachute payment, even if the covered employee's remuneration does not exceed $1 million.
Royalty income derived from a tax-exempt organization licensing its name or logo generally would be subject to the unrelated business income tax.
For an organization with more than one unrelated trade or business, unrelated business taxable income is first computed separately with respect to each trade or business and without regard to the specific deduction generally allowed under Section 512(b)(12). The organization's unrelated business taxable income for a taxable year is the sum of the amounts (not less than zero) computed for each separate unrelated trade or business, less the specific deduction allowed under Section 512(b)(12). A net operating loss deduction is allowed only with respect to a trade or business from which the loss arose. The result is that a deduction from one trade or business for a taxable year cannot be used to offset income from a different unrelated trade or business for the same taxable year.
The tax exemption for professional sports leagues is repealed.
Under the intermediate sanctions rules, applicable tax-exempt organizations would be subject to an excise tax equal to 10 percent of the excess benefit, unless the participation of the organization in the transaction is not willful and is due to reasonable cause where an initial tax is imposed on a disqualified person. No tax on the organization is imposed if the organization (1) establishes that the minimum standards of due diligence (described below) were met with respect to the transaction, or (2) establishes to the satisfaction of the IRS that other reasonable procedures were used to ensure that no excess benefit was provided.
The rebuttable presumption of reasonableness under the intermediate sanctions rules is eliminated and due diligence procedures are established. The procedures that presently provide an organization with a presumption of reasonableness (i.e., advance approval by an authorized body, reliance upon data as to comparability, and adequate and concurrent documentation) generally will establish instead that an organization has performed the minimum standards of due diligence with respect to an arrangement or transfer involving a disqualified person. Satisfaction of these minimum standards, however, will not result in a presumption of reasonableness with respect to the transaction.
The intermediate sanctions rules are extended to Section 501(c)(5) labor organizations and Section 501(c)(6) trade associations.
No charitable deduction is allowed for any payment to an institution of higher education in exchange for which the payer receives the right to purchase tickets or seating at an athletic event.
The Act creates an exception to the excess business holdings rules for certain philanthropic business holdings which include business enterprises that distribute all profits to charity and that are independent of the private foundation.
Joint Committee on Taxation Releases Summary of House's Tax Reform Proposal
The Joint Committee on Taxation released a description (JCX-50-17) Nov. 3 of H.R. 1, the U.S. House of Representative's version of the Tax Cuts and Jobs Act.
House Releases Amendments to Tax Reform Proposal Including Amendment on Carried Interests
A substitute amendment introduced by House Ways and Means Committee Chair Kevin Brady, R-Texas, to H.R. 1 would modify the bill's provisions regarding the employer-provided dependent care exclusion, the earned income credit, international base erosion rules, stock options and carried interest, among others. Under the amendment, the carried-interest tax break would be limited by tripling the length of time assets would have to be held in order to qualify for the capital gains tax rate. Under current law, an investment fund's assets must be held for a year or more to qualify.
Tax Insights, November 8, 2017
House Releases the Tax Cuts and Jobs Act
IRS Finds Partnership's Allocation of Losses Limited to Capital Accounts
Tax Insights, October 25, 2017
IRS Announces Changes to Some Corporate Transaction Letter Rulings
IRS Proposes Removing Signature Requirement for 754 Election
Treasury Identifies Regulations to Withdraw, Revoke or Revise
Meet The Team Health Law


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Ti trovi in: Home > News > simpson stagione 31
simpson stagione 31
The Simpsons ' ninth season originally aired on the Fox network between September 1997 and May 1998, beginning on Sunday, September 21, 1997, with "The City of New York vs. Homer Simpson".With Mike Scully as showrunner for the ninth production season, the aired season contained three episodes which were hold-over episodes from season eight, which Bill Oakley and Josh Weinstein ran. Rate. I Simpson Italiano Stagione 23 Episodio 1 Parte 1 Elementary School Musical. I Simpson Stagione 31 Episodio 1 Streaming, classifica utenti. The 31st annual Simpsons Halloween special includes a frightening look at the 2020 election, parodies of Pixar and Spider-Man: Into the Spider-Verse and a ninth birthday Lisa just can't get over. The Simpsons ' twenty-third season began airing on Fox on September 25, 2011, and ended May 20, 2012. Rate. Rate. 3. 8 Nov. 2020 The 7 Beer Itch. I Simpson Italiano Stagione 23 Episodio 11 Il Bar Delle Pazze … 2 years ago | 68 views. 10. Matt Groening, James L. Brooks, and Sam Simon were the show runners of the season. 7. Season 3 Sep 1991 - Aug 1992. Meanwhile, Lisa and Marge spend the trip trying to take in New York culture on the cheap. The showrunner for the season was Al Jean, with three episodes ran with Matt Selman, one of those he also wrote himself.The show's 500th episode, "At Long Last Leave", aired February 19, 2012. :Elenco Episodi Griffin:.,hello there,Il vostro personaggio preferito Rate. 7 Oct. 2012 Treehouse of Horror XXIII. I Simpson: la stagione 31 sta per arrivare su Disney + La 31a stagione de I Simpson è andata in onda su FOX dallo scorso settembre, fino allo scorso maggio e comprende 24 episodi. 1. The twenty-eighth season of the animated television series The Simpsons began airing on Fox in the United States on September 25, 2016, and ended on May 21, 2017. S24, Ep2. Season 30 Season 30 of The Simpsons premiered on September 30, 2018 with "Bart's Not Dead" and ended on May 12, 2019 with "Crystal Blue-Haired Persuasion". 13 episodes; 12 songs; Season 2 Oct 1990 - Jul 1991. The Simpsons ' twenty-seventh season began airing on Fox in the United States on September 27, 2015, and ended on May 22, 2016. 22 episodes; 52 songs; advertisement. 2:23. 05 Oct 2009 20:37 3299 Effettua il login The Simpsons 21x03. Watch Barthood - La vida de Bart (Parte 5/5) Los Simpson - yewbleti on Dailymotion. 14 Jan 2010 02:24 2017 Effettua il login The Simpsons 21x01 . My goal tomorrow This season includes the 600th episode of the show, "Treehouse of Horror XXVII".On August 31, 2016, it was announced that an episode titled "The … 10:13. They are spot on. 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So doing the longer Forex day trade, Episodi De I Simpson (ventitreesima Stagione) Wikipedia M30, H1 or H4 really is a nice break for me. 9. vane 8 Level (+1491 punto) craniotriste 7 Level (+1201 punto) The season premiered on September 27, 2015 with "Every Man's Dream" and ended on May 22, 2016 with "Orange is the New Yellow"". Categorie Subs ; 720p (25) WEB-DL (23) Nome File Data pubblicazione: Downloads The Simpsons 20th Anniversary Special. Watch fullscreen. La stagione 31 dei I Simpson (The Simpsons) sarà disponibile su Disney+ a partire dal 12 febbraio 2021. Rate . 25 episodes; 34 songs; Season 7 … Report. 3. Follow. Here's how to watch new episodes of the beloved show streaming online without cable. The Simpsons. Rate. ululer-660896. This is the first season after Walt Disney's acquisition with 21st Century … In Italia la stagione è trasmessa su Italia 1 dal 30 ottobre 2020 al 6 febbraio 2021. Matt Groening, James L. Brooks and Sam Simon were the show runners of the season, as they were for the first season. 4. The Simpsons go back to New York City so that Bart can find his old girlfriend Mary Spuckler. I Simpson Streaming ITA, I Simpson Stagione 31 Episodio 20, I Simpson 31x20 Netflix, I Simpson 31x20 Guarda Online Sign up. 'The Simpsons' is back for an amazing 31st season on Sunday. Stagione 21 . Love your color MA's and the divergence indicators. ThomasQuind3977. Hi there, just changed into alert to your blog thru Google, and found that it really is really informative. Error: please try again. 5. 7. Error: please try again. HD; CC; Jan 31, 2010; 21 Minutes; EPISODE 12 Boy Meets Curl. 10. In Italia è stata trasmessa in anteprima da Italia 1 dal 30 ottobre 2020 al 18 dicembre 2020. 10:03. Rate. Rate. Campagne terminée . On October 28, 2014, executive producer Al Jean announced that Season 27 went into production, renewing the series through the 2015–16 season.. Season 1 Dec 1989 - May 1990. 4. On May 4, 2015, Fox announced that The Simpsons had been renewed for season 28.. 5.6 (316) 0. Rate. Rate. 10-11, 2018. When Bart learns of Homer's secret, he threatens to tell Marge unless Homer does whatever he wants. I Simpson - Stagione 31 | Piratestreaming in Streaming GRATIS su PIRATESTREAMING, FrankieGMorn - 16 Dicembre, 2020. yewbleti. Playing next. Rate. 5. Scheda della stagione 28 della serie TV I Simpson composta da 22 episodi creata nel 2016. Rate. La stagione, composta da 22 episodi, è andata in onda in America sul canale Fox da settembre 2019 a maggio 2020. 22 episodes; 51 songs; Season 6 Sep 1994 - May 1995. 6. 24 episodes; 44 songs ; Season 4 Sep 1992 - May 1993. Barthood - La vida de Bart (Parte 5/5) Los Simpson . On November 4, 2016, it was announced that The Simpsons had been renewed for Season 29 and Season 30. Barthood - La vida de Bart (Parte 5/5) Los Simpson. Episodi, cast e personaggi della stagione 28 di I Simpson. 1989; 32 Seasons; FOX; TV-PG; comedy, cartoon; 87 METASCORE; 5 Things to Watch This Weekend - Mar. 0. Rate. Rate. Un projet de. 2. One episode held a singing session with Yeardley Smith. Browse more videos. Log in. 8. Lancé le 10 janvier 2019 Campagne terminée le 11 mars 2019. . Season 27 Season 27 was hinted by Al Jean via Twitter, where he stated that the show would definitely not finish in May 2015 2. le 11 mars 2019 . 0. 7.2 (1,085) 0. Rate. Episodi, cast e personaggi della stagione 31 di I Simpson. Browse The Simpsons Songs by Season. 9. Ce projet n'a pas été financé pour rester informé des actualités et d'une possible relance, suivez-le : Suivre.
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redpajama_set_name: RedPajamaCommonCrawl


I had the privilege of trying this delicacy for the first time last year. As much as I hate to say this, I actually kind of like it. A lot. And I have a few little secrets that make it even better.
1. Red pepper flakes, and lots of 'em.
I apologize in advance for the photo. I think it's dang near impossible to take an appetizing photograph of this monstrosity of a meal.
Sauté the onion in a large pot until cooked. Add ground beef and cook until browned.
Mix in green beans, corn, and soup. Stir in red pepper flakes until well-distributed.
Spread mixture into a casserole dish and top with tater tots.
Bake 30 – 45 minutes, or until tots are golden brown and casserole is heated through.
Top with cheese and broil until the cheese is golden brown and bubbly.
Categories: Beef, Main Entrees, Meat, Quick & Easy | Tags: beef, cheese, main dish, meat, potato, quick and easy | Permalink.


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Q: How can I prove these propositions of infinite sum of random variables? $x_1, x_2, x_3, ..., x_i, ...$ ~ $uniform(0, 1)$
The actual random variable is the following.
$P_i = (1-x_1)(1-x_2)...(1-x_{i-1})x_i$
And the goal is proving these...

*

*$\sum_{i=1}^{n}P_i \leq 1$

*If i's satisfying $P_{i}=0$ exist finitely,  $\lim_{n\to\infty}\sum_{i=1}^{n}P_i \to 1$
How can I do that?

A: To facilitate this analysis, we denote the partial sums by:
$$S_n \equiv \sum_{i=1}^n P_i
\quad \quad \quad
\text{for all } n \in \mathbb{N}.$$
With a bit of algebra it is simple to establish that:
$$S_n = 1- \prod_{i=1}^n (1-x_i).$$
From this form you should easily be able to establish that $0 \leqslant S_n \leqslant 1$.  Assuming that the underlying random variables in your analysis are IID (you haven't specified if they are independent) then you should be able to show that $S_n \rightarrow 1$ almost surely (i.e., with probability one).

A: Wow, that's a beautiful exercise for me, to go back to the University times and exercise my brain :-) It needs some mathematical thinking :-)
The $\sum_{i=1}^nP_{i} \le 1$ kinda seems "obvious", but how to prove it? It took me a while:
$$\sum_{i=1}^nP_{i} = \sum_{i=1}^{n-1}P_{i} + x_{n} \prod_{i=1}^{n-1}(1 - x_{i}) \le \sum_{i=1}^{n-1}P_{i} + \prod_{i=1}^{n-1}(1 - x_{i})$$
and it can be seen that this term is exactly equal to 1. We can prove it by induction: for $n = 2$ it's certainly valid, and if we know is valid for $n - 1$, we can prove it for $n$:
$$\sum_{i=1}^{n}P_{i} + \prod_{i=1}^{n}(1 - x_{i}) = \sum_{i=1}^{n-1}P_{i} + x_{n} \prod_{i=1}^{n-1}(1 - x_{i}) + (1 - x_{n}) \prod_{i=1}^{n-1}(1 - x_{i}) =\\= \sum_{i=1}^{n-1}P_{i} + \prod_{i=1}^{n-1}(1 - x_{i}) = 1$$
As for your second point, this certainly doesn't have to be true! The limit is certainly $\le 1$ but can be whatever number between 0 and 1. For example, take $x_i = (\frac{1}{2})^{i+1}$
Where did you take this from?

redpajama_set_name: RedPajamaStackExchange


Heavy T.O.'s 2011 line-up turned out to be a ray of hope. Megadeth, Children Of Bodom, Opeth, Diamond Head, Volbeat, Mastodon, Slayer, Death Angel and Exodus on the same bill? Hard to believe but a European festival had come to town and landed with a bang, featuring a bill more than merely strong enough to drag the metal masses out into the light. By all accounts it was a rousing success beyond the expected and inevitable screw-ups that come with organizing anything for the first time. When the dust had settled it was a done deal: there would be Heavy T.O. 2012, with a legion of fans waiting in the wings brandishing piggybanks in hand when tickets finally went on sale.
When the roster came down for the Heavy T.O. 2012, however, it was met with a considerable amount of grumbling, and in some cases outright disappointment. The mixed bag of old(er) and young artists from the previous year had been seemingly abandoned, catering instead to fans of more extreme fare and the school of nu-metal. Dinosaurs like Yours Truly could and would find worth in acts like Overkill, Kataklysm, Suicidal Tendencies, Cannibal Corpse and Deftones, but Slipknot and System Of a Down headlining with Five Finger Death Punch, Between The Buried And Me, Dillinger Escape Plan and frickin' Marilyn Manson on the bill? Puh-lease. The organizers had clearly shot themselves in the foot. Add to this the torrential rains that turned Downsview Park into a mudbowl and Heavy T.O. 2012 was destined to be a dismal failure.
For the record, I'm now eating crow as a good source of humility.
In spite of any shared misgivings – and there were several – Heavy T.O. 2012 went down as a success. Ticket and security personnel had people prepped and inside as quickly as possible, regardless of whether you were a VIP or mud warrior mortal. With no-to-very-little lag time between bands as they hit the side-by-side twin stages (complete with Hi-Def video screens for the folks on the remaining grass), there was little time to worry about the muck swirling about the ankles and sucking the boots off one's feet. Concession stands, port-o-potties line-ups and an ill-conceived wrestling ring (The Offspring as a soundtrack? Really?!) provided distractions for those not into the on-stage mayhem at any given time. All of it looked and reeked and felt very European, which (I believe) was the ultimate goal.
Live photo by Carl Begai. All rights reserved.


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North Miami Beach Area
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Located midway between Miami and Ft. Lauderdale and adjacent to the Golden Glades Interchange where I-95, Florida's Turnpike, and the Palmetto Expressway meet, North Miami Beach is truly at the "Crossroads of South Florida".
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How to Create & Own a Category with Optimizely
By Gail Axelrod • Mar 14, 2019
In this episode, hear why every brand is in the business of owning and leading a category in some way. We talk to Optimizely's CMO and their director of product marketing to understand how the company has successfully created and led their category, and we walk away with a few key pieces we can implement to do the same.
You can get #Exceptions on Apple Podcasts, SoundCloud, Spotify, Stitcher, Google Play Music or wherever you get your podcasts. Or listen to the full audio version below 👇
Like this episode? Be sure to leave a ⭐⭐⭐⭐⭐⭐ review and share the pod with your friends! You can connect on Twitter with @jayacunzo, @optimizely, @Drift @seekingwisdomio.
Jay Acunzo: We are all in the business of owning a category. Some people create and claim a big, broad category. The company that co-produces and co-owns this series with me, Drift, has created conversational marketing. And sure, elements of it already existed long before Drift. And yes, others will and have already started to make their own interpretation, own mark on this movement, but Drift is leading and owning it in ways that others never expected or never could. So, how does that stuff work? Well, that's what we explore today.
Remember, you might not have that big broad category like say, a Drift, but everybody is in the business of owning a category in some way. Maybe yours is smaller, it's your specific angle on a popular topic, your unique point of view, or conceit, or mission. I mean, this is a podcast about B2B marketing. The one you're listening to right now. Do you know how many podcasts exist about B2B marketing? Turns out, marketers are pretty good at marketing marketing knowledge to other marketers using marketing podcasts. And I'm doing the same thing here.
But, unlike every other show, this is Exceptions, the show about why brand matters more than ever in B2B. Each episode, we go inside one of the top B2B companies in the world to understand how and why they're becoming the exception in their niche by betting on brand. See, that's the category I'm trying to create for this show. It's owned, it's named, it's unique, it's an exception in some meta way. And I'm thinking of this show like a category.
And I'm thinking about this idea of a category, not just because of the show or Drift, but because of the company we talked to today, Optimizely. Founded in 2010 and later graduated out of the famous startup incubator Y Combinator, Optimizely is an experimentation platform. The San Francisco-based firm helps marketers and product teams deploy tests onto a digital experience like a website or a software tool so you can test, learn, and grow.
According to their company site the teams believes, "The most successful businesses aren't the ones with all the answers. They're the ones that keep asking the big questions." Many people who know Optimizely in marketing, know about their ability to help you launch AB tests, which color button generates more clicks, that sort of thing. But, today, they've expanded to address a more sophisticated need in the marketplace, targeting enterprise clients who experiment in much more complicated ways.
To do that, they've decided to carve out a category that they're naming and seeking to lead. And we'll get to that a little bit later. But first, let's start with the one thing that every exception has in common They are customer-centric. So, naturally, we need to hear from the voice of a natural customer.
Matt Bivons is a VP of Marketing at GreenSky.
Matt Bivons: How can we get more people to sign up in our funnel? How can we get more people to accept their loans? How can we get more people to search for our merchants? How can we get more people within this particular area or category to spend? And all of these things are micro experiments that Optimizely allows us to facilitate that compound over time. Growth and growing startup businesses is about building compound interest. There's no silver bullet.
Jay: So why does digital optimization matter in your line of work? [crosstalk]
Matt: There's no one big win. So I think where a traditional marketer may spend months and months and months making a campaign and hoping to take a very big swing, growth and relying on experimentation within the product is about failing fast, getting the data, getting feedback loops from your customers, and then implementing the next thing. That's how a lot of traditional companies have grown is they've gone out to the market, they've gotten a lot of customer research, and then they've used maybe some gut and intuition, and then they hope that things are gonna be successful at the point that they launched it into production.
And I very much believe that hope is not a strategy, and Optimizely really is a sandbox for failure. It allows you as an entrepreneur, as an operator to validate your hypotheses and to understand very quickly if something's working or not, and then ultimately, those are the things that fuel long term sustainable growth.
Jay: I think it's really nice to say, "Oh, we reward failure, and you can go ahead and fail on this and learn," but I think what some people hear at some companies are, "Hey, it doesn't matter if this works, but also this has to work," you know? So how do we avoid that issue?
Matt: You have to have a way of communicating this internally. So don't allow growth or experimentation to live in some isolated part of the company. Allow this to be elevated, and repeat yourself. I'm constantly repeating myself sending out communication to other executives, other teams, to talk about the wins and talk about the losses, and so it's very humbling to say that you have enough confidence in what you're doing to talk about all your failures. Nobody wants to hear about all the wins. You want to be very transparent and honest that this is really really difficult and that- but when you do win, you're able to directly tie that to the bottom line to growing your profit.
Jay: Do you have an example of that communication? Is it like you have a weekly email divided up into three sections? Or can you give me an example?
Matt: Yeah, absolutely. So, yes. It's a weekly email. We break it into different sections of the funnel. Depending on where experiments are running, maybe it's at the very top of the funnel and you're looking to acquire more customers. Maybe it's in the middle of the funnel where you're really trying to engage and convert customers to paying users, or maybe you're trying to retain individuals post someone actually working with your company. So at every single stage, you should be thinking about the experiments that you're running and how you can actually translate that into communication to all team members that they know, number one, what's actually happening with the product? You don't wanna be running an experiment and surprise somebody and say, "Hey, I thought it was supposed to be this way, and we're running an experiment, and it looks completely different."
And then number two, you wanna be always thinking about things downstream. So I think very early teams do a lot of lightweight testing, and that might be fine to get people thinking and the dialogue going and to start a culture of experimentation, but ultimately, that actually wastes a lot of time as well. So not experimenting, but also experimenting on the wrong stuff are things that you need to be mindful of, but not every team can take a big swing from day one, so you have to kind of build up towards that. But I think it's a lot about both. How many home runs have we hit, but also how many times have we been on base?
And so you think about your slugging average, not just your batting average, around what the impact to the test that you're running is to the company in the bottom line. And you shouldn't just, again, hold this to your chest and be so precious about it that this is only for the growth team or for the marketers. You should be an evangelist within your company, talk and collaborate with people in operations or people on the credit or risk side if you're in a financial technology company, and allow them to understand that experiencing is helping to move the business forward.
Jay: Experimenting is helping every business today, which is why Optimizely is used not just by Matt at Green Sky but thousands of companies and 24 of the Fortune 100. Over the last year, the brand has decided to name and lead their category, but before we dive into how that works, we first need to know why they're choosing this category of digital optimization. It has to do with this mental shift that's required of all marketers to run successful experiments. And that brings us to today's big idea.
Do you wanna be right or get it right? Imagine this: you're sitting in a board room full of powerful people at your company, and they're asking you, "Should we be on Facebook or Twitter? And if so, what should we post to each channel?"
Now obviously, it's not enough for you to just give your opinion. You wanna make sure that whatever you roll out to the world works, but they're asking for your opinion. In that scenario, they're asking you to be right. Way too often in marketing today, that's what we care about. We care about the theory, the trend, the best practice. What is the best channel to drive leads in B2B this year? What is the best time to post on Twitter? Which social network should we choose? There's so many tactics that we can choose from as marketers, and there's so much advice around those tactics that suddenly, we're in the business of trying to be right in theory.
But what matters isn't that we're right in theory. What matters is that we're right in reality. In other words, we don't need to be right. We need to get it right. Far better for us is to say, "You know what? I don't have all the answers, but I have something more powerful. I have a way to figure it out."
That, to me, is the difference between a brand that grows and thrives in this digital age and one that stagnates. It's the difference between needing to be right in theory and being willing to say, "Nobody has all the answers, including me, no matter what my title is. I don't have all the answers, but I know how to figure it out."
So ask yourself, would you rather be right or get it right?
So how does that work anyway? If we wanted to, say, create a category, and we wanna get it right, we don't wanna just have it in theory in our heads, what are the component pieces that we need to create and roll out to the world? For the rest of this episode, that's what I'd like to break down. It's not a prescription, by the way, but rather some raw materials that you might consider if you wanna build and lead a named category. And so to help us figure that out, I wanted to talk to this guy.
Carl Tsukahara: My name is Carl Tsukahara. I'm the Chief Marketing Officer here at Optimizely, and that means I run the global marketing operation both in the U.S. and internationally and also run the sales development team.
Jay: I asked Carl where this idea of digital experience optimization applies and where Optimizely helps with that specifically.
Carl: Sure. I think when you think about our products, we're really in the business of doing something pretty simple, and the simple thing is every way that you touch your customer in the digital domain, so whether that's over a website, over a single page app, over a mobile device, over an IOT device, and if you're in media, maybe it's an over the top device for streaming TV. We allow organizations to really test different ways or different experiences that they might roll out, do that in a controlled way, really learn from those with extremely high statistical confidence what will work.
Jay: It's Carl's belief that the time is now for their brand to own and lead a category, and the first place they began naturally is by talking to customers. There are no silver bullets in business, but man, isn't talking to customers just about the closest damn thing we've got?
Carl: You know, we've really been able to define and start to make it prevalent of the whole value of experience and why- even if you think about mega trends, so mega trends in the market- I would think of things like direct to consumer, right? I would think of things like subscription economy. I would think of things like really digital transformation, but thinking at that about the customer in versus internal process orientation. If you think about those things, what sits in the middle of all those elements is the consumer's experience or the customer's experience, whether you're in a B2B business or a B2C business. And I'd say the big project and big think idea that we've put together is how do we really communicate that to people that are in marketing, in the digital parts of the business, in the merchandising side that own various portions of that interaction and let them know that there's a way to, as I mentioned earlier, to get this right.
Jay: Now, Carl and his team didn't talk to just any old customers. That's not the first building block to create a movement, to create a category. I think it's paramount that instead, we talk to the customers that adore us. We should ask them, why do they feel that way anyway? What value are we delivering? What magic have they seen despite it not currently being a whole category or at least a named category that we're leading? What is already happening in the world that we're trying to own and direct our way? Because the first step, I think, to building a new category is to partner with early, true believers.
True believers are those who already believe what you believe and don't need a lengthy explanation. You're not trying to win over the entire world. You're just trying to inspire your true believers. You're not growing demand so much as rallying the people who already believe in what you're doing. So wanna create a category? Here's a building block. Talk to your true believers. In the end, they provide valuable feedback, but they can also help you find more. Then, a second building block emerged when I talked to Carl. That's the need to create consistent language around your category. As for how, well, we need to name the category and teach the process. We have to name it and teach it. A named category and a teachable process provides consistent language. Here's how Carl and his team thought about this part.
Carl: I think the first real big outbound activity or the one that I think was interesting is if you kind of research what's going on with, I would say, well-known thought leaders from the analyst community, so that includes the likes of Forrester Research from Gardner, from McKenzie, from Harvard Business School. They were all talking about this concept but using different language to describe it, and so I'd say our first big thing that we did is we really started to attach, and really I can spend a lot of time and strategy discussions with analysts and some of these folks and really tried to bring all of that vernacular together, because sometimes there's concepts that are out there, but they're not consistently described.
Obviously, we do our own experimentation internally, but what we really built together is really the narrative. So for instance, we did a lot of promotional work with the Harvard Business School, and obviously, you're talking about some of the greatest strategists in the world from a business strategy perspective. We worked very closely with them to do webinars, to do blog posts, to do really promotion of some of the work that they had done side-by-side with us, because I think in a lot of these cases, even take Forrester- there's a phenomenal analyst over there named James McCormick, and so we worked closely with James on really- his interest is to think categorically about how this is growing, and our point of view was to show people how, because nobody wants to be the next company retailer or travel company or high tech company that going out of business because they can't properly serve their customer in the digital domain.
So we really worked with those other voices and kinda partnered together with them, so we did webinars. We did promotion of their content with ours. We did some road show stuff with some of those various folks and really talked about how their vision and our pragmatism of bringing this to life really brought not only the products and the technology but the expertise to really help customers who wanted to make this journey, how we could bring them forward.
Jay: When you think about that collaborative effort, what is Optimizely's place in that? I could see another brand that thinks more skeptically, and I don't think this is healthy, but things like, "Well, if I bring in other organizations this soon and we try to rally the world around this idea, it's gonna muddy the waters. We won't be front and center."
Obviously, you didn't think that way, so what did you see as the benefit of partnering with them that actually does advance the Optimizely cause?
Carl: Yeah, I think the big benefit is they … Harvard Business School, my God. This is an incredibly well-respected organization. I think as a company at our scale, Jay, I think just kind of making sure that as long as we were aligned on the vision of what we're trying to do in this space that we had some other credibility points, and so I'd say that: working with some of these entities. But also, we have great customers that were willing to go on record with us. People like Sky TV or … Uber presented at our customer conference. IBM. You have some really great brands who had kinda made this transformational leap with us, and so kind of this combination of what I would call advocacy marketing where we're really using social proof of what we're doing with some of the greatest brands in the world in conjunction with these third party who look at it from more of a categorical perspective, so try to really try to bring those two things together.
One that would say, categorically, this is a huge trend that impacts these other digital mega trends that are going on in the business or in the industry, but also the pragmatism of customers. So the Wall Street Journal showed that they improved their acquisition by 65 million dollars a year. There's some great use cases that validate the value of experimentation and digital experience optimization, but really creating that broad base customer social proof together with a mega trend's view from some of these luminaries in the industry. I think that was the key: doing both the bottom-up, if you will, from a customer advocacy process, and the top-down by having some categorical fronts.
Jay: So wanna create a category? Here's a few building blocks we've uncovered so far. The first one, again, identify your true believers by talking to your customers first, and then when you think there's this proverbial there there, give it a consistent language. How? Well, there are two things that require that consistent language and two ways to spread that language into the world. The two things to give consistent language are first, the name of your category, and second, the approach, the philosophy, the methodology. As for the name, for Optimizely, digital experience optimization had already existed, but they were trying to codify it. For Drift, the brand that co-produces this show with me, they created this phrase: conversational marketing.
But not everything has to be invented. Again, I don't think Optimizely did that. Price Intelligently, a brand that we profiled in season one, is trying to own and lead the category of subscription analytics, which already existed before they built their product or brand, but when they create, say, their short-form daily video series, they decided to call it "Subscription 60," and you can tell why a name like that mattered to their category. You can keep niching down, too. B2B branding isn't a category that this show professes to lead, but the one we'd like to lead is B2B brand podcasting or maybe B2B brand shows.
So when providing consistent language, we need a consistent name. We also need a consistent approach. That has to have the same language, too. The ways we teach the methodology and describe it to others has to have the same language over time. So, Carl at Optimizely partnered with HBS, Harvard Business School, and other partner organizations to create things like webinar series and e-books among other projects.
Okay. So those are the two things that we need consistent language around. The name of the category and the methodology or process underpinning that category. Maybe you call that your philosophy. As for the two ways to spread that language into the world, Carl mentioned them before. Top-down and bottom-up. Top-down means partnering with organizations and or focusing your own marketing or showing the world through your actions that, "Hey, something big is happening, and it will get even bigger soon."
This is the stuff that you and partner organizations can lead. Thought leadership. Bottom-up means finding specific examples of proof that others are already doing this. It's happening on the front lines right now. So, Optimizely wanted to create a category, and first they found true believers. Second, they gave it a name or at least decided to own that name and gave the philosophy consistent language, too, and third, they used both top-down thought leadership and bottom-up case studies and research to spread that language into the world.
From here on, I wanna be clear. I'm not sure there's a correct order to the building blocks. Arguably, this stuff I just mentioned was in some kind of chronological order, but from here, it's a lot messier, but I still wanna go through some additional building blocks to naming and owning a category, but before we do that, let's just reset really quickly and remember why owning a category matters to a brand. I don't wanna get too lost in the weeds here. See, owning a category is all about the shift. Something has changed, and that's why you're naming it, owning it, giving it a consistent language and disseminating it through the world. Something has changed, and that necessitates a better way.
Here's Carl's take on that.
Carl: You always have in a category different segments of customers or different segments of companies, whether they're the early adopters or the majority, late majority or the laggards, right? So, you do find legacy thinking … or you find people who are just creeping along like we … the way I think experimentation or experience optimization works is you get some quick wins, and then you kinda whim by, increasing scale and doing this in a larger and larger fashion. I think what hurts companies is getting started. I would urge anyone listening to this or any major brand that we have in the world, get started, because when you think about creating this competency, there is a reason why Netflix is really a powerful company in media. There is a reason why Amazon is running rough shot over several segments.
If you kind of read between the lines of whatever Reed Hastings or Jeff Bezos says on the public record, a lot of it is because they have this mentality of democratizing ideation and really letting the data and evidence speak for what you should do, and it's not always the HiPPO culture where, you know, "I'm the big creative director, and I'm gonna-"
Those days, I think, are still gonna be there, but the whole point is you can actually move much faster if you're just willing to try ideation. Get it out there. Again, get it out there with low risk. If you're a large retailer or e-commerce company or travel company or whatever the case may be, you can really test these ideas against a very small sample of your population, and then you can get the results, but then you'll know. You'll know. So, just this whole cultural shift of, you know, Hey, look – It's not the highest-paid person's opinion that matters. It's really about the data and the evidence, the statistical certainty about this, and that can be a mind shift.
Jay: For Carl, for any of us, none of this stuff matters. The category ownership, the language, the embrace of an urgent shift. None of it matters unless we hire the right people, and that is the next building block. Sure, talk to true believers. Form a consistent language. Spread it through top-down and bottom-up approaches, but whatever you do, just make sure you use the category as a filter through which every new hire candidate has to pass to join the business.
Carl: I think it starts with the hiring. We try to hire people that actually believe in what we're doing. We're trying to really apply what I would call the scientific method or proactive data-driven decision making as a business practice. People can say, "Oh, we use analytics and stuff," and that's fine, and nothing- I was in the analytics business for a long time, but we're kind of complimenting that with really a forward-looking view that's evidence based, and how do you get the right answer?
Jay: Now.
Carl: And so we really try and start in the beginning. So when you talk about convincing my team to really think dramatically or think in a way that it's not always the highest-paid person's opinion that matters. It starts right at the beginning, and so people have to understand that we typically try at this point to hire parts of both the marketing, sales team, sales development team, whatever the case may be, that believe in this practice.
Jay: One such person that the team has hired is Robin Pam, their Director of Product Marketing.
Robin Pam: I think the biggest misconception about product marketing is that you spend your day writing messaging, and I would say that most of product marketing is really about ensuring that everyone across the company is actually using the messaging, using the things that you do. A lot of my time is really spent building relationships to make sure that everyone is actually saying the same thing at the same time in the right way.
Jay: Pam seems like a natural fit both for the brand and their desire to lead this category.
Robin Pam: I've always been a bit of an optimizer in my life. I'm always looking for the best way to do something to shave a few seconds off of whatever I'm doing or get to work a few minutes faster on my commute, but the thing that I always think about when it comes to A/B testing is lines. It drives me crazy to see inefficient lines when you're standing in a line at the grocery store and one of the ones next to you is going faster. I really wish that someone would- that we could run A/B tests in all of these stores that the people working in the stores would actually run A/B tests on how to get people through their lines as quickly as possible.
Robin: Maybe someone's already done that. I actually read up a little bit on queuing theory, so I've thought about the most efficient way to get people through lines. But I wish that all of these stores that have very inefficient lines would actually use data to make lines go faster.
Jay: Oh my gosh. So all the thinking and theorizing you've been doing, what do you think is a better way?
Robin: The way that works best is to have one line that feeds into every checkout.
Jay: Why?
Robin: There's actually a mathematical explanation for it that I am not qualified to [crosstalk 00:25:57], but it has something to do with the fact that when everyone is in different lines- if you're standing in one line, and there's five different lines there that you could possibly choose from, you have a twenty percent chance of choosing the slowest line. And if you're standing in that line, you have a twenty percent chance of choosing the slowest line. You have a fifty percent chance of choosing a line that is slower than the median, so it's actually like any given line that you're standing in has a pretty high probability of not being the fastest line, so if you have everybody in one line, and you're just funneling people one-by-one to all of the checkouts, everybody gets through the line much faster, so the Marshall's and Ross model is much more effective than the grocery store model with all of the different checkout lines.
Jay: This is amazing, and I'll never look at a checkout line ever again the same way. That's incredible.
Robin: A pet thing that I think about as a classic optimization problem.
Jay: What do you think if you were brought into an event to try and help marketers get better at testing and experimentation and optimization, what do you think are some of the classic mistakes that people make when they approach this stuff?
Robin: Yeah. I think the first mistake people make is, especially in a B2B company like ours, the first mistake people make is saying, "We don't have enough traffic. We don't have enough data points to actually make decisions based on data."
We hear that a lot actually from other companies that are a lot like us. What we often tell them is that anyone can use data to make decisions. A/B testing is one of the many methods you can use to do that, and when you're running an A/B test on a small amount of traffic, you're probably gonna wanna test much larger changes. Things like testing a button color or an image probably might not be the things that are gonna make a big difference, but you actually need to run very large changes in order to see large impacts in your data.
Jay: As we push on uncovering these building blocks to create a category, another one surfaced, one that both Pam and Carl have had a hand in leading: customer success. We've talked about consistent language and sharing that language, but a huge component of category leaders who espouse a given philosophy is their focus on ensuring that anybody who's adopting that philosophy finds success, and that goes well beyond just educational content.
Carl: One of the things that we do as a company is we have an extreme focus on either it's what I would call education transformation or side-by-side assistance, so we have not only internal people but partners. When we do well, when we do the best is when there's this sincere effort by the customer to make some changes, to really go to a test and learn culture and understand that that's the key to winning in digital. So we surround that product with all kinds of ways that they get onboarded properly, have customer success assigned to them, they get educated right, we make sure we- we might even help them with things like how they should hire and build their team. How do they really build an experimentation strategy for the business? How do you set up a program based on your company's structure? How do you get onboarded? What kinds of alignment should you have with your design team?
All these things are really part of our complete solution, because we have a maturity model, Jay, that kind of ranks customers on a scale from one to five, and when we take on a new piece of business, often we'll give them an assessment saying, "Hey, look. Here's where we think you are." We've done this literally thousands of times. It's not just the product, but how do we surround you with the right kinds of expertise and services, because frankly, I am a stern believer that we're the number one company in the world with expertise in this area. And when you're dealing with some of the big brands, that matters a lot, because … you hit it on the head a few minutes ago.
How do we help these companies get started but also help them build a cultural and a competency transformation in their business? Which could take years, frankly. It could take years. Let's just face it. But we wanna be side-by-side with them, not just with the technology and new developments and capabilities, but also the set of services in customer success, technical consultation, business level consultation, strategy, and other areas. And this is where we work both with ourselves and with our partners to deliver that.
Robin: Good ideas can cm from anywhere. The Internet and digital experiences are really democratizing especially when you think about the way that companies operate today, the way that the speed of business happens, and when you think about putting something out there in the world, there's really no reason that we have to be tied to these old-school ways of thinking about running a marketing campaign or launching a new product or launching a new feature that the old rules just don't apply anymore.
Carl: It's okay to test. One of the things that I think people have to realize is when you're actually experimenting or testing, you're not sending it to 100 percent of your traffic, right? You're finding the right sample, and you mentioned personalization and profiling. The right answer isn't always the same for every type of customer either. But we allow you to think about like, "I'm only gonna test this for my high net worth customers or my millennials or my retirees," or whatever the case may be. But the whole point is you can test it and it actually takes the risk out of being wrong.
So it's a little bit of converse thinking in a way. It doesn't have to be right. You're trying to be right, but you're also trying not to be wrong in a really bad way, right? And if you don't think about this whole thing of, "Oh, we gotta get it right." Well, if you actually tested instead of rolling it out and guessing- we call it deploy and pray, right? "Oh, we think it's right. We think it's right. Oh, God. We did all this research. User testing. We think it's right."
Why not just roll this out to the right sample and determine if it's right? And you just never know what kind of discoveries you're gonna get.
Jay: There are so many ways to build your brand, but I believe done well, it almost always creates this feeling that you own and lead your category, because you aren't creating yet another company like your competition. You're creating the only. You're building the exception.
Thanks, as always, to Drift for making this show possible. Drift is the leader in conversational marketing. That is their category, and they've literally written the book on it, and if you wanna hear how that kind of project works for a marketing team, how does a brand write a book? What are all the steps necessary that goes into it, both creating it and marketing it? If that's interesting, go back one episode in your feed and listen to my special, behind-the-scenes chat with Drift's VP of marketing, Dave Gerhardt.
And if you like this show, please leave us a six-star review. This is what Drift's team has requested that I request of you. Apparently, that's from all their other podcasts. They request six stars only, and hey, if a bunch of zombies can rise up from the frozen tundra, slay a dragon, raise that dragon into an ice dragon, tear down a magical wall thousands of feet high, anything is possible, including six stars. Game of Thrones is a documentary series, right?
Anyway, I'm Jay Acunzo, and I need to check my facts, and if you wanna explore more of my work, head over to my personal podcast, Unthinkable, where I tell stories of people who question conventional thinking to think for themselves at work. That's Unthinkable in your podcast player. Thank you, again, for listening to this series. I'll talk to you on the next episode in a couple weeks. See ya!
Stop Marketing Blind. An Exclusive Conversation with Rand Fishkin & Casey Henry.
Why & How to Write a Book for Your Brand with Drift's Dave Gerhardt


City Water and Sewer Assessments in and PAID! NO FLOOD ZONE! 3 bedroom 2 bath home in a highly desirable neighborhood of SW Cape Coral. Close to Schools, parks shopping, and Amenities. This is not you're a cookie cutter home! Great features include an open floor plan with high vaulted ceilings, tile in the main area, master bedroom and bathrooms and Wood laminate in the spare bedrooms. Kitchen has raised panel cabinets, corian countertops, eat in breakfast bar, pantry, and all appliances including side by side refrigerator. Master bathroom features a separate tub and shower and dual sinks. Home features many desirable features including plant shelves, ceiling fans, and window coverings. Large tiled lanai to enjoy the outdoors. Fenced yard for your kids or fur babies with fully functional work/storage shed with electricity. Don't let this one get away!


text:
6 issues for free
6 issues for free6 issues for free
Why I welcome Italy's new populists
Another Project Fear is well under way in Europe, says Matthew Lynn. But Italy's new government has some good ideas.
by: Matthew Lynn
M5S leader Luigi Di Maio and League leader Matteo Salvini
Another Project Fear is well under way in Europe, but Italy's new government has some good ideas.
The Milan index is falling sharply. The bond markets are rattled. Money is flooding out of the country and businesses are getting out before it is too late. As an eccentric coalition between the techno-utopian Five-Star Movement and the right-wing populist League takes power in Rome, with an obscure prime minister appointed this week, markets are nervous. There have been dire warnings of the catastrophic impact of the coalition's policies and how the Italian economy will be plunged into chaos if they don't come to their senses very quickly.
Progretto Paura is in full swing, but it will turn out to be just as batty as Project Fear. At the time of the Brexit referendum, we were told that the economy would collapse if we pulled out of the EU, that companies would flee, unemployment would soar, and house prices would tumble. It didn't happen. Italy will be fine, too some of the new policies may even give it a welcome boost.
Three policies to cheer
Take taxes first. The League's main pledge of a flat tax of 15% on both people and companies has been slightly watered down to two rates of 15% and 20%. But that would still make it the most radical tax reform of any major nation in the past decade, out-gunning even Donald Trump's near halving of America's corporate rate.
It would give Italy one of the most competitive tax regimes in Europe, with a corporate rate only a little higher than Ireland's, and a personal rate significantly lower. It's not hard to imagine that a few multinationals might decide they prefer the Amalfi to the Cork coast when deciding where to base themselves. A flat tax could well make Italy a destination of choice for inward investment, instead of a relative backwater.
At the same time, wherever flat taxes have been tried Hong Kong for example they have been a powerful boost to competitiveness, improving collection rates (hardly a minor point in Italy) and improving competitiveness. There is no reason why Italy should be any different.
Next up, the coalition is proposing what amounts to a parallel currency to run alongside the euro. The details are complex, but essentially government payments would be made in the form of IOUs that would become an alternative form of money. Would that work? No-one really has any idea. But if it did, it might provide an elegant escape route for countries trapped inside a dysfunctional single currency that clearly doesn't work for them. Big business could use the euro, while everyone else used the alternative currency. Some of the advantages of the single currency would be maintained, while the rest of the economy was allowed to breathe again.
Of course, there are some odd ideas in there. A universal basic income another of its pledges will be expensive and, more seriously, sever the link between work and money, which is not going to help any economy. And Italy doesn't have the advantage of a sharp devaluation, which helped the UK massively in the immediate aftermath of the Brexit vote (although the parallel currency, if it could be made to work, might achieve the same thing).
But there is no question that the new government's programme will deliver a huge stimulus to demand, both from massive tax cuts and from the huge increase in welfare spending. You don't exactly need to be John Maynard Keynes to work out that if an economy has as much slack as Italy's evidently does, a massive injection of demand is only going to help. Its new government may well be eccentric, occasionally bonkers, and probably not very stable. But it will also give the economy a major lift and that is precisely what it needs.
EU Economy
Forget austerity – governments and central banks have no intention of cutting back
Once the pandemic is over will we return to an era of austerity to pay for all the stimulus? Not likely, says John Stepek. The money will continue to …
Of course bitcoin is a bubble – a bubble you can't ignore
Bitcoin's wild ride is being called a bubble by many. And it is, says Dominic Frisby. But that's not necessarily a bad thing. And it's a bubble in whi…
The price of this commodity has almost doubled since the start of the year
Liquefied natural gas (LNG) is fetching record prices in Asia, almost doubling in the last two weeks alone. John Stepek explains why this is so import…
Plenty more Brexit arguments to be settled yet
Many important negotiations remain to be sealed in our deal with the EU. "No deal is better than a bad deal" is the way to play it, says Matthew Lynn
A simple way to profit from the next big trend change in the markets
Change is coming to the markets as the tech-stock bull market of the 2010s is replaced by a new cycle of rising commodity prices. John Stepek explains…
I wish I knew what a SPAC was, but I'm too embarrassed to ask
Too embarrassed to ask
A financial instrument called a "special purpose acquisition company", or SPAC for short, is growing increasingly popular in the US stockmarkets. But …
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text:
Album	(Page 4)
Review: Daft Punk finds footing in reality
By Robert Rivera | Jul 14, 2013
Thomas Bangalter and Guy-Manuel de Homem-Christo, together known as Daft Punk, made their musical debut 16 years ago with the album "Homework." The duo has once again made magic with its latest album, "Random Access Memories," which is a throwback to disco that augments its previously established electronic sound with an orchestra. It has been…
Video: The Launching of Second Dam
By Jaclyn CataldiMichelle Boulé | Feb 28, 2013
Campus band sensation Second Dam talks about its group ambition and goals for its upcoming album, "Swimming".
Review: Rihanna shows off her attitude in 'Unapologetic'
By Imani Brammer | Dec 10, 2012
Rihanna hits the music scene hard with her bold album 'Unapologetic.'
Review: Ke$ha unleashes her inner rocker in 'Warrior'
By Benjii Maust | Dec 10, 2012
Ke$ha's signature talk-sing style and unforgettable lyrics makes "Warrior" one of the most enjoyable pop releases of the year.
Review: Phillip Phillips releases splendid debut album 'The World from the Side of the Moon'
By Brian Porreca | Dec 4, 2012
Phillips introduces himself and his whole new world of music with, "The World from the Side of the Moon." The album showcases his distinctly soulful voice as well as his talents as a writer and instrumentalist.
Review: Bloc Party reverts to non-electro sound
By Jared Dionne | Aug 27, 2012
The past few years have been rife with uncertainty for Bloc Party fans. While the British alternative collective was on hiatus, rumors of a break-up began to circulate. But all is right in the Bloc Party camp as they return with their fourth studio album, the unimaginatively titled "Four."
Soulful indie songwriter switches sound
By Kelsey Fowler | Oct 27, 2011
Ditching heartbreak for hope, songwriter Rachael Yamagata, whose indie blues-rock music has been featured on TV shows such as "Grey's Anatomy," finds a new voice on her newest album while keeping her soul.
Indie-rock group hails heritage
By Jared Dionne | Oct 5, 2011
Girls, a folksy San Francisco duo, wowed the indie scene with their catchy throwbacks to 1950s rock 'n' roll on their debut LP, "Album," in 2009. Two years later, they have returned with a full-length sophomore effort that proves the first time around wasn't just luck.


You are one of the many people who've heard that Time Warner Cable is their cable television service provider in Waterford, PA. More than 94% of Waterford residents, or people, prefer to watch their favorite TV shows on a conventional TV screen. Time Warner Cable has a package to accommodate whatever you need, even if you're part of the 6%, in Waterford, PA, who watch 35 hours of television each week on a non-traditional screen.
Everyone appreciates the programming Time Warner Cable offers in Waterford. In your package, you can get unique services from Time Warner Cable, like TWC TV™. Use it to watch TV, program your DVR or even delete a show right from any of your wireless devices, no matter where you are.
Be part of the majority: a Time Warner Cable bundle is the key to getting the cable TV, telephone and/or Internet service you want. The number of households who switched over to bundling their telecommunications services has risen to 66% in Waterford, PA. In other words, Pennsylvanians are getting a single bill that covers two or more services.
You'll discover features such as VoiceZone™ online voicemail management. Bundling gives you exceptional features such as having caller ID on your TV screen, when you join Time Warner Cable TV service with a phone plan. Combining Time Warner Cable TV and phone service enables these features and more.
Waterford residents add a DVR as part of their basic cable television package. For advanced DVR services, many customers choose Time Warner Cable's Whole House HD-DVR solution for their homes. If you own more than one television, this is a useful service.
With a vision for the future of the cable and telecommunications industry, Time Warner Cable came onto the scene in 1989. During this time it has maintained a history of providing excellent products and services to its subscribers. It also has 31 operating divisions throughout 29 states. If you're looking for convenient deals and packages at great prices in Waterford, PA, Time Warner Cable is the place to look. If you're still unsure if you need Time Warner Cable, why don't you ask the 12.2 million basic cable subscribers in Waterford, PA? Call the number below to learn more about Time Warner Cable availability in Waterford, PA and find out if there are any special offers.


text:
English (UK)EN PhilippinesP PHPPHP (P)
Cheap Flights from Thailand
Did you mean flights to Thailand?
Flights from Thailand
Phuket Island
Airports in Thailand
Who flies to Thailand
The welcoming of 10 million visitors to Thailand every year is a testament to the charm this Southeast Asian country holds. Over the course of its 700 years of independence, Thailand's population has grown to over 65 million residents, comprising of over 30 ethnicities. Yet, it has resulted in a distinct Thai heritage, with a kaleidoscope of sights from pristine beaches to the grandeur of temples not found anywhere else in the world.
Bangkok, the capital of Thailand is the most popular place to go to when tourists visit Thailand. Explore Old Royal City and visit attractions such as Wat Pho (Temple of reclining Buddha). It is arguably one of the oldest temples in the country, dating back to the 16th century. Then drop by the Royal Grand Palace. Shop at Chatuchak weekend market. This market sells almost everything, from herbal remedies to apparels to pets.
For historical sites, head to Ayutthaya, once the largest city in the world in the 16th century until the Burmese invaded the city. Major monuments include Wat Phra Sri Sanphet, the former royal temple and Wat Mongkhon Bophit, enshrining bronze Buddha images.
Lastly, travel to Phuket. Sunbathe and swim at the famous Patong beach. Snorkel and dive in the sparkling waters. Go for a dive at famous dive sites like Phi Phi island. At night, pop by Bangla Soi and visit Go-go Bars and Beer Bars, featuring scantily-clad female performers.
If you are leaving Thailand, consider making a trip to Siem Reap, Cambodia. Visit the famous UNESCO heritage site Angkor Wat and marvel at the architectural beauty of the temple that spans over 400km2 . Be entertained by a performance ofApsara dance, a traditional Cambodian dance. Head to the Shadow Puppet Theatre for a reenactment of an old Cambodian legend. 37km north of Angkor Wat lies Banteay Srei, a 10th century Hindu temple known for its intricate carvings. For nightlife, head down to Pub Street. This street brims with restaurants, bars and clubs that close as late as 4am.
Take a 3-4 hour flight to Taipei, Taiwan. Visit the famous Shilin night market and try out iconic Taiwanese food like deep fried large chicken cutlets and bubble tea. Drop by at the famous Taipei 101 building and admire the bird's eye view of the city from the observatory floor on the 89th floor. Engage in Taiwan's history through a trip to the memorial hall of Taiwan's first president: Sun Yat-Sen Memorial Hall.
Wish to travel further? Then take an 8 hour flight from Thailand to Sydney Australia. Iconic landmarks include the Sydney Opera House and Sydney Theatre Company. Pop by Cape Solander at Botany National Park to whale watch if you happen to be in Sydney in June and July. Queen Victoria building or Paddington Markets are also shopping havens for some retail therapies.
1Flights from Philippines
2Flights from Japan
3Flights from Singapore
4Flights from South Korea
5Flights from Taiwan
6Flights from United Arab Emirates
7Flights from Hong Kong
8Flights from United States
9Flights from Thailand
10Flights from Malaysia
11Flights from Australia


In our cities and communities probably more than a hundred thousand domestic pigeons live in winter. It is thought that the domestic pigeon was the first foreign bird species to become naturalised in Estonia. Originally brought here as domestic birds from Germany they were already in the beginning of the 20th century inhabitants of our cities; thus the domestic pigeon today is held to be a native species.
All know the domestic pigeon that keeps close to human settlements. The basic colour of the upper parts is dove grey, the rump area white, upper side of wings grey with broad characteristic bands and the undersides light. The tail is grey, dark at the tip and in flight usually spread out like a fan. The crop area and breast often has a metallic sheen. Eyes dark red, beak dark grey, legs pink. A sure species identification mark is the white tail base..
Domestic pigeons have developed from the rock dove (Columba livia), and from carrier pigeons escaped from dovecotes; thus the colouring varies widely – from white to nearly black.
Domestic pigeons can become almost a pest in some feeding places, because they will not leave until the food is all gone. Arne has tried to make access to the feeder uncomfortable for pigeons at Otepää but we are not going to scare them off – after all, they are part of the bird world in nature.


Solve a murder mystery inspired by an actual crime committed on Neil Road in 1962, as you follow an audio-guided trail around the old Peranakan House and the neighbourhood around it. Created by local performance group Spell #7 with NUS students. Part of the NUS Arts Festival.
No shows on Mon & Tue.


text:
Q: Change the default value of XElement at runtime in C# using LINQ How can I change the default value of the following XElement in C# using LINQ:
<Automobile>
  <MainBlock>Car</MainBlock>
  <Name>Audi</Name>
  <Value> type="System.Double" min="0" max="100" default="50" resolution="1.0" unit=""</Value>
</Automobile>

The default value is 50. I want to change it to 20.

A: you have lot of solutions to do that. One solution:
        XmlDocument xmldoc = new XmlDocument();
        xmldoc.LoadXml(@"
        <Automobile>
          <MainBlock>Car</MainBlock>
          <Name>Audi</Name>
          <Value type=""System.Double"" min=""0"" max=""100"" default=""50"" resolution=""1.0"" unit=""""></Value>
        </Automobile>");

        XmlNode sNode = xmldoc.SelectSingleNode("/Automobile/Value");
        XmlAttribute defautAttribute = sNode.Attributes["default"];

        if(defautAttribute != null)
            defautAttribute.Value = "20";

A: Here is a LINQ to XML implementation.
c#
void Main()
{
    XDocument xdoc = XDocument.Parse(@"<Automobile>
          <MainBlock>Car</MainBlock>
          <Name>Audi</Name>
          <Value type='System.Double' min='0' max='100' default='50'></Value>
        </Automobile>");

    xdoc.Element("Automobile").Element("Value").Attribute("default").SetValue("20");
}


text:
package docker

import (
	"encoding/json"
	"io"
	"io/ioutil"
	"net"
	"net/http"
	"net/http/httputil"
	"strings"
)

// Version returns version information about the docker server.
//
// See http://goo.gl/IqKNRE for more details.
func (c *Client) Version() (*APIVersion, error) {
	body, _, err := c.do("GET", "/version", nil)
	if err != nil {
		return nil, err
	}
	var version APIVersion
	err = json.Unmarshal(body, &version)
	if err != nil {
		return nil, err
	}
	return &version, nil
}

// Info returns system-wide information, like the number of running containers.
//
// See http://goo.gl/LOmySw for more details.
func (c *Client) Info() (*APIInfo, error) {
	body, _, err := c.do("GET", "/info", nil)
	if err != nil {
		return nil, err
	}
	var info APIInfo
	err = json.Unmarshal(body, &info)
	if err != nil {
		return nil, err
	}
	return &info, nil
}

type EventStream struct {
	Events chan *Event
	// Error must only be read after Stream has closed
	Error error

	conn io.ReadCloser
}

func (s *EventStream) Close() error { return s.conn.Close() }

func (s *EventStream) stream() {
	decoder := json.NewDecoder(s.conn)
	for {
		event := &Event{}
		if err := decoder.Decode(event); err != nil {
			if err == io.EOF {
				err = nil
			}
			s.Error = err
			break
		}
		s.Events <- event
	}
	close(s.Events)
	s.conn.Close()
}

type readCloser struct {
	io.Reader
	io.Closer
}

// Events returns a stream of container events.
func (c *Client) Events() (*EventStream, error) {
	req, err := http.NewRequest("GET", c.getURL("/events"), nil)
	if err != nil {
		return nil, err
	}
	req.Header.Set("User-Agent", userAgent)
	protocol := c.endpointURL.Scheme
	var res *http.Response
	var closer io.Closer
	if protocol == "unix" {
		address := c.endpointURL.Path
		dial, err := net.Dial(protocol, address)
		if err != nil {
			return nil, err
		}
		clientconn := httputil.NewClientConn(dial, nil)
		res, err = clientconn.Do(req)
		closer = clientconn
	} else {
		res, err = c.client.Do(req)
		if err != nil {
			closer = res.Body
		}
	}
	if err != nil {
		if strings.Contains(err.Error(), "connection refused") {
			err = ErrConnectionRefused
		}
		return nil, err
	}
	if res.StatusCode != 200 {
		body, _ := ioutil.ReadAll(res.Body)
		res.Body.Close()
		return nil, newError(res.StatusCode, body)
	}

	stream := &EventStream{
		Events: make(chan *Event),
		conn:   readCloser{res.Body, closer},
	}
	go stream.stream()
	return stream, nil
}

redpajama_set_name: RedPajamaGithub


text:
/**
 * Licensed under Apache License v2. See LICENSE for more information.
 */

#include <stdio.h>
#include <stdlib.h>
#include <string.h>
#include <celix_errno.h>

#include "node_description_impl.h"
#include "wiring_endpoint_description.h"

celix_status_t nodeDescription_create(char* nodeId, char* zoneId,  properties_pt properties, node_description_pt *nodeDescription) {
	celix_status_t status = CELIX_SUCCESS;

	*nodeDescription = calloc(1, sizeof(struct node_description));

	if (properties != NULL) {
		(*nodeDescription)->properties = properties;
	} else {
		(*nodeDescription)->properties = properties_create();
	}

	if (nodeId != NULL) {
		(*nodeDescription)->nodeId = strdup(nodeId);
	} else {
		(*nodeDescription)->nodeId = NULL;
	}

	if (zoneId != NULL) {
		(*nodeDescription)->zoneId= strdup(zoneId);
	} else {
		(*nodeDescription)->zoneId  = NULL;
	}

	arrayList_create(&((*nodeDescription)->wiring_ep_descriptions_list));
	celixThreadMutex_create(&((*nodeDescription)->wiring_ep_desc_list_lock), NULL);

	return status;
}

celix_status_t nodeDescription_destroy(node_description_pt nodeDescription, bool destroyWEPDs) {
	celix_status_t status = CELIX_SUCCESS;

	if (nodeDescription->nodeId != NULL) {
		free(nodeDescription->nodeId);
	}

	if (nodeDescription->zoneId != NULL) {
		free(nodeDescription->zoneId);
	}

	if (nodeDescription->properties != NULL) {
		properties_destroy(nodeDescription->properties);
	}

	celixThreadMutex_lock(&nodeDescription->wiring_ep_desc_list_lock);

	if (nodeDescription->wiring_ep_descriptions_list != NULL) {
		/* Our own WiringEndpointDescriptions are destroyed by the owning WiringAmdin... No need to destroy them twice...*/

		if (destroyWEPDs == true) {
			array_list_iterator_pt ep_it = arrayListIterator_create(nodeDescription->wiring_ep_descriptions_list);

			while (arrayListIterator_hasNext(ep_it)) {
				wiring_endpoint_description_pt wep_desc = arrayListIterator_next(ep_it);
				wiringEndpointDescription_destroy(&wep_desc);
			}

			arrayListIterator_destroy(ep_it);
		}

		arrayList_destroy(nodeDescription->wiring_ep_descriptions_list);
	}

	celixThreadMutex_unlock(&nodeDescription->wiring_ep_desc_list_lock);

	celixThreadMutex_destroy(&nodeDescription->wiring_ep_desc_list_lock);

	free(nodeDescription);

	return status;
}

void dump_node_description(node_description_pt node_desc) {

	printf("\tNode Description Dump for Node %s\n", node_desc->nodeId);

	hash_map_iterator_pt node_props_it = hashMapIterator_create(node_desc->properties);

	while (hashMapIterator_hasNext(node_props_it)) {
		hash_map_entry_pt node_props_entry = hashMapIterator_nextEntry(node_props_it);
		char* key = (char*) hashMapEntry_getKey(node_props_entry);
		char* value = (char*) hashMapEntry_getValue(node_props_entry);
		printf("\t<%s=%s>\n", key, value);
	}

	hashMapIterator_destroy(node_props_it);

	printf("\t## Wiring Endpoints List ##\n");

	array_list_iterator_pt ep_it = arrayListIterator_create(node_desc->wiring_ep_descriptions_list);

	while (arrayListIterator_hasNext(ep_it)) {
		wiring_endpoint_description_pt wep_desc = arrayListIterator_next(ep_it);
		wiringEndpointDescription_dump(wep_desc);

	}

	arrayListIterator_destroy(ep_it);

	printf("\n");

}


Browse profiles of Member members here at Meet Dog Lovers that are tagged with Football. Talking to others that have similar interests is a great way to find things to do once you are dating. Register for a Totally Free Profile to Go out Today!


text:
Q: Error in model.frame.default(formula = y ~ ., data = Peak_data, drop.unused.levels = TRUE) : variable lengths differ (found for 'GSP') It is an error related to variable lengths differing. I have read previous forums in regards to this but I am not too sure if they apply to me. I have 6 independent variables and TCMD as my dependent variable and a samples size of 10.
I am trying to undertake Akaike Criterion Information for my data using:
library("MASS")
Peak_data <- read.table(text="GSP   ACPEN   SOLPEN  NOH  ASP    EPI TCMD
361 0   0   2497838.8   11276.06    79.7    14828.45
369 0   0   2471221     14200.75    86.9    14483.62
375 0   1   2497838.8   15756.69    100     12445.13
384 0   1   2524456.6   19674.65    119.3   13060.37
392 0   1   2551074.4   15613.37    123.5   13000.04
402 0   1   2577692.2   14292.03    114.5   13308.07
410 0   1   2604310     21585.35    109.3   14038.92
418 0   1   2630927.8   34850.07    120.8   15258.51
421 1   1   2657545.6   30050.26    136.6   13933.98
431 1   1   2684163.4   30969.31    135.2   14236.64
",header = T)
full <- lm(y~., data = Peak_data)
Error in model.frame.default(formula = y ~ ., data = Peak_data, drop.unused.levels = TRUE) :

variable lengths differ (found for 'GSP')

I get this error preventing me from performing backwards AIC using:
stepAIC(full, direction='backward')

Any help is much appreciated!
Thanks in advance!

A: Your code syntax is correct but the dependent variable naming is wrong. You can use the following code
library("MASS")
full <- lm(TCMD~., data = Peak_data)
stepAIC(full, direction='backward')


Asta Care of Elgin Fined For Multiple Nursing Home Neglect Incidents | The Law Offices of Barry G. Doyle, P.C.
The Asta Care Center of Elgin, Illinois was recently fined by the Centers for Medicare and Medicaid after a series of incidents revealed a severe lack of training, leadership, and accountability. It's incredibly fortunate that no residents were killed as a result.
For one resident, nursing home staff cruelly and unnecessarily refused to provide him with his prescribed pain medications, instead allowing him to suffer needlessly for hours. The resident, a 72-year-old mentally alert individual suffers from end stage renal disease and lymphedema and requires dialysis. Lymphedema is a painful blockage of the lymph vessels causing swelling.
Another resident at the Asta Care Center of Elgin wandered from the facility. No one at the facility was aware of her absence until she returned with local Elgin police. Apparently she had walked for some time, and then hailed a cab. The cab driver became concerned and alerted the authorities.
A third resident with a history of nursing home falls was allowed to fall multiple times without any update to her care plan ever being made. When the care plan was finally updated to include intervention methods to avoid further falls, the interventions were ignored.
The assortment of incidents of nursing home neglect that have been recorded are a strong indication that the staff of Asta Care of Elgin are not being adequately trained to cope with the variety of conditions that regularly take place in a nursing home.
Each of these lapses is an incident of nursing home neglect. Residents have the right to live a safe, pain-free life. If you have a loved one who has been injured or neglected in an Illinois nursing home, contact my law offices for a free and confidential evaluation of your case.