text:
Gynecol Oncol. 2000 Apr; 77(1):35-43.GO
Up-regulated expression or loss of expression of various carbohydrate antigens on the surface of cancer cells has been associated with a metastatic phenotype and poor survival in epithelial malignancies of different origins. The object of this study was to investigate the expression of carbohydrate antigens in two groups of patients diagnosed with advanced-stage ovarian carcinoma-one with an extremely favorable outcome and the other with a uniformly poor survival.
Sections from 76 paraffin-embedded blocks (primary ovarian carcinomas and metastatic lesions) from 45 patients diagnosed with advanced-stage ovarian carcinomas (FIGO stages III-IV) were immunohistochemically stained using five monoclonal antibodies for Lewis(y) (Le(y))(two antibodies), Sialyl Lewis(x) (Slex), Tn, and Sialyl Tn (STn) antigens. Patients were divided in two groups based on outcome. Long-term survivors (21 patients) and short-term survivors (24 patients) were defined using a double cut-off of 36 months for disease-free survival (DFS) and 60 months for overall survival (OS). Staining results for primary tumors and metastases were analyzed separately.
Mean follow-up period was 70 months. The mean values for DFS and OS were 109 and 125 months for long-term survivors and 3 and 25 months for short-term survivors. Staining for all four antigens was seen in the majority of cases (range = 72-96%) and tended to be comparable in primary tumors and their metastases. However, absence of immunoreactivity for STn was seen in 9/38 (24%) metastatic lesions and only 1/38 (3%) primary tumors. This finding did not reach statistical significance (P > 0.05). A combined pattern of membranous and cytoplasmic staining was predominant in the majority of cases. Enhanced staining for Le(y) and STn was detected in the invasive front of some tumors, while Slex and Tn immunoreactivity did not relate to cell location. Primary tumors and metastatic lesions of long-term survivors displayed immunoreactivity patterns that were comparable to those of short-term survivors. In the evaluation of survival curves, more diffuse staining for Slex showed marginal correlation with poor survival (P = 0.05), while a trend toward poorer survival was seen in tumors that were more extensively stained for Le(y) and Tn (P > 0.05).
Le(y), Slex, STn, and Tn antigens are widely expressed in primary ovarian carcinomas and their metastases. Altered expression of Sialyl Tn is observed with tumor progression in a fraction of ovarian carcinomas. Expression of membrane carbohydrate residues is prevalent in tumors of both long-term and short-term survivors and does not appear to be a strong predictor of disease outcome. However, larger studies are needed to further elucidate the role of these molecules in ovarian carcinogenesis.
Department of Pathology, The Norwegian Radium Hospital, Oslo, Norway. bend@labmed.uio.no
Bjåmer A
AdultAgedAged, 80 and overAntigens, Tumor-Associated, CarbohydrateCarcinomaDisease-Free SurvivalFemaleHumansImmunoenzyme TechniquesMiddle AgedNeoplasm MetastasisOvarian NeoplasmsPredictive Value of TestsPrognosisRetrospective StudiesSurvival AnalysisUp-Regulation
Davidson, B, et al. "Expression of Carbohydrate Antigens in Advanced-stage Ovarian Carcinomas and Their metastases-A Clinicopathologic Study." Gynecologic Oncology, vol. 77, no. 1, 2000, pp. 35-43.
Davidson B, Gotlieb WH, Ben-Baruch G, et al. Expression of carbohydrate antigens in advanced-stage ovarian carcinomas and their metastases-A clinicopathologic study. Gynecol Oncol. 2000;77(1):35-43.
Davidson, B., Gotlieb, W. H., Ben-Baruch, G., Kopolovic, J., Goldberg, I., Nesland, J. M., Berner, A., Bjåmer, A., & Bryne, M. (2000). Expression of carbohydrate antigens in advanced-stage ovarian carcinomas and their metastases-A clinicopathologic study. Gynecologic Oncology, 77(1), 35-43.
Davidson B, et al. Expression of Carbohydrate Antigens in Advanced-stage Ovarian Carcinomas and Their metastases-A Clinicopathologic Study. Gynecol Oncol. 2000;77(1):35-43. PubMed PMID: 10739688.
TY - JOUR T1 - Expression of carbohydrate antigens in advanced-stage ovarian carcinomas and their metastases-A clinicopathologic study. AU - Davidson,B, AU - Gotlieb,W H, AU - Ben-Baruch,G, AU - Kopolovic,J, AU - Goldberg,I, AU - Nesland,J M, AU - Berner,A, AU - Bjåmer,A, AU - Bryne,M, PY - 2000/3/31/pubmed PY - 2000/6/8/medline PY - 2000/3/31/entrez SP - 35 EP - 43 JF - Gynecologic oncology JO - Gynecol Oncol VL - 77 IS - 1 N2 - OBJECTIVE: Up-regulated expression or loss of expression of various carbohydrate antigens on the surface of cancer cells has been associated with a metastatic phenotype and poor survival in epithelial malignancies of different origins. The object of this study was to investigate the expression of carbohydrate antigens in two groups of patients diagnosed with advanced-stage ovarian carcinoma-one with an extremely favorable outcome and the other with a uniformly poor survival. METHODS: Sections from 76 paraffin-embedded blocks (primary ovarian carcinomas and metastatic lesions) from 45 patients diagnosed with advanced-stage ovarian carcinomas (FIGO stages III-IV) were immunohistochemically stained using five monoclonal antibodies for Lewis(y) (Le(y))(two antibodies), Sialyl Lewis(x) (Slex), Tn, and Sialyl Tn (STn) antigens. Patients were divided in two groups based on outcome. Long-term survivors (21 patients) and short-term survivors (24 patients) were defined using a double cut-off of 36 months for disease-free survival (DFS) and 60 months for overall survival (OS). Staining results for primary tumors and metastases were analyzed separately. RESULTS: Mean follow-up period was 70 months. The mean values for DFS and OS were 109 and 125 months for long-term survivors and 3 and 25 months for short-term survivors. Staining for all four antigens was seen in the majority of cases (range = 72-96%) and tended to be comparable in primary tumors and their metastases. However, absence of immunoreactivity for STn was seen in 9/38 (24%) metastatic lesions and only 1/38 (3%) primary tumors. This finding did not reach statistical significance (P > 0.05). A combined pattern of membranous and cytoplasmic staining was predominant in the majority of cases. Enhanced staining for Le(y) and STn was detected in the invasive front of some tumors, while Slex and Tn immunoreactivity did not relate to cell location. Primary tumors and metastatic lesions of long-term survivors displayed immunoreactivity patterns that were comparable to those of short-term survivors. In the evaluation of survival curves, more diffuse staining for Slex showed marginal correlation with poor survival (P = 0.05), while a trend toward poorer survival was seen in tumors that were more extensively stained for Le(y) and Tn (P > 0.05). CONCLUSIONS: Le(y), Slex, STn, and Tn antigens are widely expressed in primary ovarian carcinomas and their metastases. Altered expression of Sialyl Tn is observed with tumor progression in a fraction of ovarian carcinomas. Expression of membrane carbohydrate residues is prevalent in tumors of both long-term and short-term survivors and does not appear to be a strong predictor of disease outcome. However, larger studies are needed to further elucidate the role of these molecules in ovarian carcinogenesis. SN - 0090-8258 UR - https://www.unboundmedicine.com/medline/citation/10739688/Expression_of_carbohydrate_antigens_in_advanced_stage_ovarian_carcinomas_and_their_metastases_A_clinicopathologic_study_ DB - PRIME DP - Unbound Medicine ER -
Antigens, Tumor-Associated, Carbohydrate
Immunoenzyme Techniques
Predictive Value of Tests
Carbohydrate antigen expression in primary tumors, metastatic lesions, and serous effusions from patients diagnosed with epithelial ovarian carcinoma: evidence of up-regulated Tn and Sialyl Tn antigen expression in effusions.
Caveolin-1 expression in advanced-stage ovarian carcinoma--a clinicopathologic study.
Immunohistochemical expression of T, Tn and sialyl-Tn antigens and clinical outcome in human breast carcinoma.
Evaluation of sialyl Lewis(a), sialyl Lewis(x), and sialyl Tn antigens expression levels as predictors of recurrence after curative surgery in node-negative colorectal cancer patients.
Type IV collagen and CD44v6 expression in benign, malignant primary and metastatic ovarian tumors: correlation with Ki-67 and p53 immunoreactivity.


Philippine Airlines said it is temporarily suspending the launch of the Manila-New Delhi service amid the tension in the region.
"We are constrained to take this step as news of India-Pakistan border tensions has prompted many travelers to cancel bookings and defer their travel plans," PAL said.
The airline announced earlier it would start four times weekly nonstop flights between Manila and New Delhi next month, using brand-new Airbus A321neo aircraft.
"We seek the understanding of our passengers who have already booked flights or purchased tickets on the Delhi service," the airline said.
PAL said ticket holders of flights between Manila and New Delhi could reroute their tickets to any regional destination within 30 days from their original ticket or refund the cost of their tickets.
"Philippine Airlines apologizes to all affected passengers. We assure the traveling public that we will make the appropriate announcement once a new start date is finalized," the airline said.
PAL earlier said its return to the Indian market would boost the tourism industries of both the Philippines and India.
The airline previously operated the Manila-Delhi route from 2011 to 2013, with most flights making costly stopovers in Bangkok because of the limited range of the Airbus A320 aircraft which was then in use.
PAL announced in January that it was expanding operations in Asia by launching new routes to Hanoi (Vietnam) and Phnom Penh (Cambodia) from its Manila hub.
The latest expansion by PAL creates the first direct air link between the Philippines and the capital of Cambodia, expands PAL's existing Vietnam network and re-establishes a historic link to India with immense potential for tourism development.


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DVD / Children's & Family
Moana Online
Moana Online quantity
SKU: DVD outlet 589 Categories: Children's & Family, DVD
Disney animated adventure set in ancient Oceania. When a fiery ocean demon threatens her peaceful island home, teenage Princess Moana (voice of Auli'i Cravalho) vows to fulfil her heroic destiny and save her people. Putting her navigation skills to the test, Moana sets out on a daring sea voyage to find the once-mighty demi-God Maui (Dwayne Johnson), the legendary creator of the Pacific Islands and the only one who can help her with her quest. Together, they traverse the treacherous open waters, encountering difficult conditions and dangerous creatures along the way, as Moana searches for the mythical island which holds the key to completing her mission. The film also features the voice talents of Jemaine Clement, Alan Tudyk and Nicole Scherzinger. The film was nominated for the BAFTA for Best Animated Film, two Golden Globe Awards for Best Animated Feature Film and Best Original Song – Motion Picture (How Far I'll Go), and two Academy Awards for Best Animated Feature and Best Original Song (How Far I'll Go).
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Demon Slayer: Kimetsu No Yaiba – Part 2 Wholesale
The Clan Free Delivery
Heat and Dust Sale
On Her Majesty's Secret Service Wholesale
The Knack… And How to Get It Free Delivery

redpajama_set_name: RedPajamaCommonCrawl


of parent variety 'Rondo' (2).
in the presence of both nitrate and ammonium.
ammonium (43.3) than on KC1 or KNO3 (29.8 cm and 32.2 cm respectively).
Table 1. Nodulation of cv Rondo and mutant nod-3 inoculated with R_.
comparable with the relatively weak effect found for strain PF2.
(SMS), inoculated with different strains of Rhizobium.
1. Jacobsen, E. and I. van Dongen. 1982. PNL 14:23-24.
:. Jacobsen, E. and H. Nijdaai. 1983. PNL 15:31-32.
7, Cambridge University Press, London, p. 319-333.


text:
Bank didn't care too much for money
Rob Evans and Matthew Taylor
Wed 8 Nov 2006 19.31 EST
Secret documents published today show the Bank of England investigated John Lennon and George Harrison after they left the Beatles. The bank was intrigued by how they were shifting large sums of cash in and out of the UK and concluded they had committed technical offences.
But officials decided not to prosecute, documents released under freedom of information legislation reveal. It seems staff at the bank were also rather starstruck.
The correspondence about the financial activities of the two Beatles brightened up the life of one mandarin. He scrawled on a letter: "This is fascinating stuff - we clearly see some most famous names at one time or another."
At the time transfers of money in and out of Britain were tightly controlled, in contrast to loose regulations today.
These "exchange controls" were designed to keep the economy stable. There were limits to how much sterling individuals could take abroad and how much foreign money they could keep in Britain.
The correspondence shows that in late 1973 the Bank started to make inquiries about "JW Lennon". The official noted that he had been "advanced various sums by non-resident companies" and wanted "full details of these transactions". Bank officials started to compile a file on the Beatles. Much of it has not been released but it is clear from a memo by Mr AM Willson-White of the Bank they were investigating payments to George Harrison of £300,387 (roughly £2m in today's money) and loans of £30,000 and $10,000 to both Lennon and Harrison. Lennon was by then living in New York.
By autumn 1974 the Bank had decided that "technical offences ... have been committed" but the infringements were too minor to prosecute. GM Binns of the Bank noted that money brought into Britain had benefited the country. He concluded: "It has been decided not to refer this case to the Director of Public Prosecutions."


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Our Long Island Personal Injury Lawyers Love Visiting Planting Fields Arboretum
Planting Fields Arboretum State Historical Park is a great place to visit for history buffs and nature lovers. Our Long Island personal injury lawyers like to visit here when the weather is nice, walking through the greenhouses, gardens, woodland paths, and plant collections that make up this impressive site. Listed on the U.S. National Register of Historic Places, Planting Fields is also home to Coe Hall, a Tudor Revival mansion from the early 20th century. Here are some of our favorite things about Planting Fields Arboretum:
Coe Hall
Coe Hall is a historic house museum on the Planting Fields property. This massive 67-room mansion provides a peek into what life was like in the roaring 20's for the country's wealthiest citizens. The home was built between 1918 and 1921 and is a Tudo Revival-style home with Indiana limestone. The architecture of this mansion was inspired by photos from a book of English country houses, most notably those from Moyns Park, Athelhampton, and St. Catherine's Court. Another striking feature is the wrought-iron gates, which were built in England in 1712 for Carshalton Park and imported by Coe in 1921.
Planting Fields is home to two greenhouses.
The Main Greenhouse features several collections of plants, such as orchids, cacti, begonias, palms, ferns, and hibiscus. This greenhouse also houses seasonal exhibits throughout the year, including poinsettias, Easter lilies, chrysanthemums, and coleus. The Main Greenhouse is open year-round from 10 a.m. until 4 p.m.
The Camellia Greenhouse is home to the largest collection of camellias under glass in the northeast United States. You can view the blossoms from December through March. This greenhouse is also open year-round from 10 a.m. to 4 p.m.
Planting Fields recently opened a Sensory Garden, which is dedicated to stimulating all five senses of its guests. People of all ages and abilities can enjoy the multisensory experiences that stimulate sight, touch, taste, smell, and sound.
Main Gardens
Planting Fields has a diverse collection of gardens, which were designed during the construction of the Coe House.
The Italian Blue Pool Garden was built by Guy Lowell. A.R. Sargent in 1918, while the Tea House was built in 1915. This garden has historically been planted with spring-blooming perennials and is currently being restored to its original condition.
The Green Garden has a circular pool. Azalea Walks and Vista Path showcase several hundred varieties of Azalea and Rhododendron. At the Rose Arbor and Shrub Garden, you can find over 680 tea, shrub, and miniature roses.
The Synoptic Garden has more than 500 types of tree and shrub, which are arranged alphabetically by botanical name. The Magnolia Collection has over 80 different kinds of deciduous and evergreen Magnolia.
The Dahlia Garden features hundreds of varieties of show-quality Dahlias.
By Laurence P. Banville|2018-10-23T13:11:18-04:00December 17th, 2018|Uncategorized|


text:
Takoi Owner and Chef Brad Greenhill Shares His Vision of Detroit
Why it's Important to Support Local Businesses During 2020. Chef Brad Shares What it's Like to Have a Business During COVID-19
BRAD GREENHILL, OWNER AND EXECUTIVE CHEF OF TAKOI IN DETROIT. PHOTO BY CHRIS MIELE
The interpretation of Detroit through each individual differs. What all Detroiters have in common is the love and passion for the community.
As Detroit has gone through many changes over the years, Detroitisit has decided to take a closer look into individual perspectives of how the city has changed, where they anticipate the city to be in the coming years and what Detroiters can do to support the local community. We are hearing from local business owners, chefs and community members to understand individual perspectives, passions and predictions surrounding the city of Detroit.
We first discussed the future of the city of Detroit with Brad Greenhill, Owner and Executive Chef of Takoi. With all that has happened in 2020 throughout the COVID-19 Pandemic, Brad shares with us his vision of Detroit today and why it is important to supporting the local community and economy.
HOW HAS THE CITY OF DETROIT CHANGED THROUGH YOUR TIME LIVING HERE?
"I think for me, Detroit has changed quite a bit in the eight years I've been here. When I first came to Detroit, there were four new restaurants and now there are 10's of 20's or 30's, maybe even 100 new restaurants and bars. That's one big dynamic shift that's happened and there has also been a huge surge of redevelopment. As part of the first wave of that revitalization, it's been interesting to see the subsequent changes and everything has happened. From when I was here, years ago, to now, there have been huge changes in the city of Detroit but there is still more progress to be made. There's still more to go.
I hope things start to shift in a different fashion just because I see that a lot of development is more gentrification rather than like revitalization. It's more top-down rather than, changes from within the communities and neighborhoods. So I think there needs to be a concerted effort to shift and empower people rather than just make people more wealthy that are already wealthy. But for me personally, Detroit has changed a lot because when I moved here, I was younger and now, I have a car, a business, and a kid. We don't go out as much anymore, especially during COVID-19."
WHAT DOES DETROIT TODAY LOOK LIKE IN YOUR EYES?
"There has been an influx of new people into the city and there's been an influx of development. My Detroit is Detroit supporting Detroit. I would like to play more of a role and trying to create more, inclusive, and community-oriented development.
One of my side projects with my partner is our farm, HiO Farm. It's predominantly used for Takoi, but our goal is to become an anchor for the Detroit community and be a supplier for other local restaurants. We originally started the farm for Magnet and Takoi, but now it's predominantly being used for Takoi and other restaurants purchase items from time to time as well.
We have standard produce like peppers and tomatoes, but we've tried to grow some things that are more unique to the restaurant like herbs and some of the different varietals of vegetables we offer. We had a specialty cabbage that we were running for a while and we have some interesting, off the beaten path, peppers that we're offering that are all over the menu right now. We try to keep it unique."
HOW DO YOU SHOW YOUR SUPPORT TO THE DETROIT COMMUNITY?
"We want to help the greater good and it's always nice to see the community come together for the city of Detroit. The more we keep things local, the better it is for the city economically. Unfortunately, during the pandemic, we've seen a lot of small businesses suffer, whereas, the big businesses are like, flourishing, because a lot of restrictions on small businesses, mainly, restaurants and bars.
I think it's important that people realize when they spend money at a local restaurant or a local market, that that money is staying and being spent in the community rather than going to New York City or Washington D.C. When spending your money, it's important to shop local to support the local community.
Be aware of the situation and do what you can to support. If you used to eat out five nights a week and you're not anymore, try and get carry out two days a week to help these local businesses. We have to empower people. People that are here in Detroit."
WHEN WILL TAKOI BE REOPENING FOR INDOOR DINING?
"Takoi will be opening for indoor dining on September 17, operating at 50% capacity. Walk-ins are always welcome, but we're encouraging reservations. We'll still have carryout, delivery, and the patio for as long as we can.
Outdoor dining will remain the same, diners can walk up to the window and grab food and eat it outdoors. Where the dining room is it will be returned to more like I don't want to say, normal restaurant service because we're definitely making a lot of adjustments, but getting the closest to normal, in a safe manner."


text:
Milwaukee Bucks and fans pay tribute to Kobe Bryant
The Milwaukee Bucks took the court for the first time Tuesday night since the death of NBA legend Kobe Bryant.
By: Ben Jordan
MILWAUKEE — The Milwaukee Bucks took the court for the first time Tuesday night since the death of NBA legend Kobe Bryant.
The Bucks planned several tributes that many fans came to experience firsthand.
Bucks fans poured into Fiserv Forum, but dozens traded green and white for purple and gold to honor a player whose unthinkable tragedy has consumed their thoughts, even the youngest in the crowd like Xander Martinez.
Bucks Fans Remember Kobe Bryant At Fiserv Forum [PHOTOS]
"I always had to teach him at a young age, Kobe was my number one basketball player," said Xander's father Claudio.
"I had to bring this back out and wear it," said Dominic Warzen. "Even like last night, too. I went through all my Kobe merchandise and my memorabilia, everything
Before Tuesday night's tip-off, fans paid tribute to Kobe with 24 seconds of silence.
Bucks players followed suit by purposefully taking a 24-second violation to start the game and the Washington Wizards returned the love with an 8-second backcourt violation. Both were Kobe's numbers throughout his illustrious NBA career.
"It's been hard. Every day I wake up in the morning, think about it. I think about it all day," Warzen added.
"What hurt the most was the family that he's leaving behind and just everyone that he impacted in life," said Charlene Laufer.
"His stories as a father to Gigi, I think that hurts the most is knowing that like, 'hey man, I've got a daughter too,'" said Danny Nguyen. "It's my daughter's first game ever today so it kind of hits a little deep."
As fans left the game, a final farewell to Kobe could be seen on the Bucks' 5th Street parking structure with a large billboard of the star.
"He wasn't old at all, he just retired," said Martinez. "It's something that like, wow. I still don't believe it."
Report a typo or error


text:
Q: I am getting ValueError of invalid literal for int() with base 10: '' from django.conf.urls import patterns, include, url
  urlpatterns = [
url(r'^all/$','article.views.articles'),
url(r'^get/(?P<article_id>)\d+/','article.views.article'),
  ]

That is my urls.py and,
from django.shortcuts import render
from django.shortcuts import render_to_response
from django.http import HttpResponse
from django.template.loader import get_template
from django.template import Context
from django.views.generic.base import TemplateView
from article.models import Article
def articles(request):
    return render_to_response('articles.html',{'articles':Article.objects.all()})

def article(request, article_id=1):
    return render_to_response('article.html', {'article':Article.objects.get(id=article_id)})

Above is my views.py but when i try to run mysite/get/1/ it gives me error of invalid literal for int() with base 10: ''. I have tried solving it by referring other questions, but it still does not work.

A: Check the syntax for named captures. Here is how they are in the docs
(?P<name>pattern)

So you should make your pattern
(?P<article_id>\d+)

redpajama_set_name: RedPajamaStackExchange


text:
NewSpace ventures like Virgin Galactic don't have the track record of tried-and-true space industry market sectors, like communications, making it difficult for potential investors to assess risk. (credit: Virgin Galactic)
Financial risk analysis for the space industry
by Taylor Dinerman
While the total size of the space industry has been reliably estimated at about $251 billion in 2007 according to the Space Foundation's The Space Report 2008, most of that represents parts of the industry that is well understood by the investment community, such as communications and navigation services. Only a small part of this sum is devoted to visionary and entrepreneurial ventures; the so-called "NewSpace" industry is poorly understood.
A good example of successful space risk management was the way the insurance industry coped with the failure of the SES AMC-14 communications satellite to reach the correct orbit after being launched by a Russian Proton. SES filed a claim for approximately $191 million, declaring the satellite a total loss. After the insurance firms took full ownership of the stranded satellite, they sold it to the US Department of Defense for $15 million for use in training.
It is hard to imagine how insurers or investors will be able to accurately and reliably judge the risks involved in Virgin Galactic's SpaceShipTwo suborbital tourism venture.
The risks involved in this affair were well understood by all parties involved and while the insurance companies suffered a loss and thus may be reducing their exposure in this area, at least for a while, there is no threat to the broad satellite communications industry. The Proton will soon be back in the launch business and there is no reason to think that firms will have trouble finding coverage for future launch activities.
In contrast, it is hard to imagine how insurers or investors will be able to accurately and reliably judge the risks involved in Virgin Galactic's SpaceShipTwo suborbital tourism venture. Certainly the three launches into space of SpaceShipOne are hardly enough of a database on which to make a judgment, and all indications point to the new vehicle being much more than just a slightly improved and enlarged version of the first one. The risks involved are being assumed by Branson and by his investors, a classic case of people putting their money where their mouths are.
Virgin Galactic is an example of entrepreneurship at its purest. The same is true for Blue Origin, XCOR Aerospace, SpaceX, and others. They are all taking part in the great rocket race of the 21st century. The prize is low-cost access to the riches of the solar system. The rockets that these firms are building all lack any kind of track record. By comparison, Russia's Proton and above all their Soyuz have a record going back decades and have been subjected to a continuing improvement program. The reliability of the Soyuz is pretty amazing and, in spite of recent problems, the Proton has a pretty good record, too.
Europe's Ariane 5 is establishing an excellent record, having just completed its 25th consecutive successful launch. In the US, the government has financed the Delta 4 and Atlas 5 EELVs which, in spite of their low launch rate, have both achieved reliability records approaching 100%. Retiring the Titan 4 has been one of the best things that ever happened to the US launch industry, but retiring the Delta 2 with its nearly flawless recent performance may not be such a good idea. It might be interesting to see if any studies have been done that show that this launch system could be made both more reliable and less costly.
All of the above mentioned systems have achieved their success thanks to heavy and sustained investments by governments. This money was only available because the states involved wanted to be able to independently launch national security payloads into orbit. As the saying goes, they "bought down the risk." This has happened in other areas of the space industry. Communications satellites, for example, were developed and perfected with government funds. Commercial remote sensing satellites were developed with technology intended for military reconnaissance purposes.
Space solar power, if and when it is developed, is likewise going to be considered a national security space asset, the same way that any major energy source is. Investments by governments intended to buy down the risk, or to take on some of the commercial risk by agreeing to purchase the power at a fixed price, are made for essentially strategic reasons. What is often termed "industrial policy" is most often a cover for a military industrial policy.
Risk-taking entrepreneurs and investors are in the business most often for the money, but sometimes just for the glory. Unlike governments, they assess risk according to formulas and policies that may vary from firm to firm or from individual to individual. First of all, they want to get their money back. They may realize that in many cases they may lose it all, but this is pretty basic. They want to see that they have a chance of making a big return: 100% is a minimum for a venture capitalist, who needs a really big payoff on the ones that succeed since most of his or her investments will fail. For a high-risk business such as the NewSpace industry, the potential returns have to be on the order of 200 to 300% in order to attract serious venture capital.
Finally, there is the time frame problem, the greatest risk of all for entrepreneurial space firms. The failure of the Iridium communications satellite venture is an excellent example of how a good idea, implemented at the usual slow speed of the space industry, can be overtaken by newer and cheaper technology. Any large-scale ventures such as space solar power or Moon or asteroid mining will take decades to implement, and may be bankrupted by changes on Earth. Extraordinarily careful due diligence will be needed before such ventures can be financed by ordinary investors.
Risk-taking entrepreneurs and investors are in the business most often for the money, but sometimes just for the glory.
Some ventures, such as space tourism or pharmaceutical developments in space, could become profitable in time frames that risk-taking investors are comfortable with. Space tourism (or, to be more accurate, private human spaceflight) is already a good-sized business, and its growth does not depend on any governmental decision to buy down the risk or on any of then normal sources of entrepreneurial capital. (Full disclosure: I am doing some work with Eric Anderson of Space Adventures.) A few visionaries, such as Paul Allen, Richard Branson, Robert Bigelow, Jeff Bezos, and Elon Musk have decided to put parts of their fortunes into the pursuit of the dream. Without getting inside their heads it is hard to know how much their decision was based on hardheaded risk analysis and how much was based on the fact that they just had a gut feeling that this was the right thing to do.
Who knows what their payoff will ultimately be? There is a good chance, based on the history of technology and exploration, that for some it will be, as they said in the latest Indiana Jones movie, "Fortune and Glory!"
Taylor Dinerman is an author and journalist based in New York City.


The Army will lose 17 major units as it cuts 20,000 regular soldiers by 2020, the defence secretary has said.
Philip Hammond told MPs that the units to go included four infantry battalions and two sections in the Armoured Corps.
But he said the Army that emerged from the process would be a "forward-looking, modern fighting machine" and "the best of its class".
The number of regular soldiers is set to fall from 102,000 to 82,000, while reservists will double to 30,000.
The Army will be about half the size of the Cold War era - it had more than 163,000 troops in 1978.
In the infantry, Mr Hammond said, no current regiments or cap badges would be lost.
He said: "After inheriting a massive overspend from the last government, we have had to make tough decisions to implement our vision of a formidable, adaptable and flexible armed forces.
"After a decade of enduring operations, we need to transform the Army and build a balanced, capable and adaptable force ready to face the future.
"Army 2020 will create a more flexible and agile Army. Unlike the past, it will be set on a firm foundation of men and material, well trained, well equipped and fully funded.
"The regimental system will remain the bedrock of the Army's fighting future."
The four infantry battalions to disappear are the 2nd Battalion the Royal Regiment of Fusiliers, the 2nd Battalion the Yorkshire Regiment (Green Howards), the 3rd Battalion the Mercian Regiment and the 2nd Battalion the Royal Welsh.
A fifth infantry battalion, the 5th Battalion the Royal Regiment of Scotland (Argyll and Sutherland Highlanders), will become a single company to carry out public duties in Scotland.
The Armoured Corps will be reduced by two units with the mergers of the Queen's Royal Lancers and the 9th/12th Royal Lancers and the 1st and 2nd Tank Regiments.
The Royal Artillery, the Royal Engineers, the Army Air Corps, the Royal Logistic Corps, the Royal Electrical and Mechanical Engineers and the Royal Military Police will also be affected.
Shadow defence secretary Jim Murphy said the reduction in numbers was short-sighted and could put the UK at risk.
"New threats are emerging and weak and failing states outnumber strong by two to one," he said.
"There's an arc of instability from west African states to central and south-east Asia. Non-state actors are on the rise, climate and population change are new sources of tension. The United States is pivoting towards the Pacific, while the European end of Nato will take greater strain."
David Cameron's official spokesman said ahead of the Commons announcement that the prime minister had taken a close interest in the details of the announcement.
The spokesman said: "This is all consistent with what we have said previously on total numbers.
"Clearly, some people will be disappointed with some of the decisions but we have to take these decisions in the light of the financial circumstances and in particular the problems that the government inherited in the MoD.
"We think this has been a good process and a fair process."
Also ahead of the announcement, the former head of the Army, Lord Dannatt, said there could be as many as 11,000 compulsory redundancies.


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Harry Potter and the … Adventures of Willy the Wizard?
When you're richer than the Queen, you're bound to attract some money-hunting crazies. J.K. Rowling and her publisher Bloomsbury are rejecting "unfounded, unsubstantiated, and untrue" plagiarism claims from the estate of author Adrian Jacobs, which has filed a lawsuit accusing Rowling of borrowing ideas for her Harry Potter series.
"Both Willy and Harry are required to work out the exact nature of the main task of the contest, which they both achieve in a bathroom assisted by clues from helpers, in order to discover how to rescue human hostages imprisoned by a community of half-human, half-animal fantasy creatures," the suit says.


text:
This workshop is designed specifically for accountants and auditors who wish to learn more about the latest disclosure requirements for preparing the 2021 Annual Reports for non-listed companies, excluding matters specifically relating to companies in the financial sectors.
The emphasis will be on the major changes and new disclosure requirements for FRS 1, FRS 107, FRS 115 and FRS 116. Extracts of selected financial statements of listed companies with best practices will be shared in the workshop to enhance learning.
At the end of this workshop, you will:
Be more familiar with the disclosure requirements for preparing the 2021 Annual Reports for non-listed companies
Learn to avoid the disclosures errors commonly made
Learn about the disclosures practised by award winning listed companies in Singapore
FRS 115: Revenue from Contracts with Customers
FRS 116: Leases
FRS 1: Presentation of Financial Statements
FRS 107: Financial Instruments – Disclosures
Disclosure Requirements for other FRSs
FRS 2: Inventories
FRS 7: Statement of Cash Flows
FRS 8: Accounting Policies, Changes in Accounting Estimates and Errors
FRS 10: Events after the Reporting Period
FRS 12: Income Taxes
FRS 16: Property, Plant and Equipment
FRS 20: Accounting for Government Grants and Disclosure of Government Assistance
FRS 21: The Effects of Changes in Foreign Exchange Rates
FRS 23: Borrowing Costs
FRS 24: Related Party Disclosures
FRS 36: Impairment of Assets
FRS 37: Provisions, Contingent Liabilities and Contingent Assets
FRS 38: Intangible Assets
FRS 40: Investment Property
FRS 103: Business Combinations
FRS 105: Non-Current Assets Held for Sale and Discontinuing Operations
FRS 112: Disclosure of Interests in Other Entities
FRS 113: Fair Value Measurements
This workshop qualifies for 7.0 CPE hours in Financial Reporting Standards and Pronouncements (Category 1).
Sardool Singh
Sardool is an Adjunct Associate Professor in the Department of Accounting of the NUS Business School. He has been lecturing for the past 20 years, and is a highly sought-after seminar leader in the areas of Financial Reporting Standards, Cash Flow Statements, Analysis of Financial Statements, Consolidation and other technical accounting topics. Sardool brings a commercial perspective to the understanding of complex Accounting Standards and simplifies the requirements of these Standards to enable the participants to have a clear understanding of the topic.
Sardool is also the Chief Financial Officer of an investment company. Prior to his current appointment, he was the Group Financial Controller of a Singapore listed healthcare company. During his ten years in the healthcare industry, he was responsible for the entire Group financial functions and the IPOs of two subsidiaries on SESDAQ. He had also gained his working experience with KPMG Peat Marwick and a Japanese merchant bank.


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text:
Governing Council Approves Change of Designation
Chief Olakunle Ayinde Osayemi, Pro-Chancellor and Chairman of Governing Council
The Governing Council has approved the change in designation of some officials of the University.
The change will affect designations such as those of the Deputy Registrars and Deputy Bursars, who are expected to henceforth be referred to as Deputy Directors of their respective Departments.
The approval was part of decisions taken at the 67th Statutory Meeting of the Council, following a proposal from Management.
According to the Decision Extracts of the meeting signed by the Coordinator, Registry, Mrs. Christiana Kuforiji, Council noted that the positions of the Deputy Registrars and Deputy Bursars were out of tune with the Directorate system earlier approved and currently in operation in the Registry and Bursary of the University.
According to the Governing Council, the designations had to be reverted as they give the impression that the holders are next in rank to the Registrar and Bursar, inadvertently eroding the office of the Director that should be next in rank.
Council also recalled that the approval of the Directorate System in the University was to remove staff stagnation and however cautioned that the change in designation attracts no financial benefit.
«Overall Best Male and Female Students to Attend Overseas Conference
Governing Council Commends Management Over Staff Training»


Beauty Quickie: Current In-Shower Favorite!
Beauty Quickie: Current Eyebrow Fave?
L'Occitane Almond Shower Oil Dupe?
Beauty Quickie: Favorite Eye Liner?
Beauty Quickie: How To Apply Lipstick 1..2..3!
Beauty Quickie: What Is Wrong With Blistex?


This is how it is supposed to be. Vying for votes is supposed to be like getting a beautiful woman to marry you. After parading yourself as an eligible suitor and reeling off your list of assets, you should then sit back and let her make her choice.
You may be old, venerable and honest. You may be young, good looking but relatively inexperienced in the ways of the world. You may be charismatic, intelligent but relatively unpopular. You may be a lucky son from a large influential family. Or your village may share a boundary with her fathers'. But whatever it is, it is her choice to make.
It gets even more interesting if you notice that she is having second thoughts; wavering on the brink of decision, deluged by the combinations of pros and cons, for(s) and against(s). Your love for her (ahem!) may then propel you to try all the tricks within your book to get her to SEE more clearly, including casting aspersions on your fellow suitors. It's all good. All is fair in love and war, they say.
You may need to get an endorsement from her beloved Secondary School teacher or promise her that you would allow her enjoy more equality with you, which she would consider very attractive because she doesn't understand that that is the way 'normal' couples behave. (And in instances of super-normal couples, the hunter actually 'serves' the hunted). But, I digress.
But all this just makes it all the more interesting. If you eventually win her hand, you would always remember that you worked for it, worked hard to inspire her confidence and then hopefully you would be determined to make good your promises.
You may be thinking that if she continues to remain undecided, you may need to ram up the pressure; get her father some bags of money and have him deliver her into your arms or anonymously deposit some money into her siblings' accounts with a reference; 'buy that I-pad I know you want'.
Or you may take her forcefully; at gun- point or more appropraitely tell the whole world that she has slept with you when she doesn't even know if you have six packs or not.
If you do that, it would then become clear to her that you really do have a perverse way of expressing your love. Because of a burgeoning self awareness, she would ask you for proof of your allegations. A blood stained bed which may be taken into the lab for DNA testing. Just like her finger-prints, they are unique to her. But I digress again.
You won't need to go that far if you are a true lover.
Whichever way it turns out, remember she chose you and can un-choose you. Divorce laws are getting pretty lax – see Gbagbo and Mubarak. But I digress yet again. Darn!
you got me smiling at the digressions ,maybe you should write another blog based on your digressions in this piece.i like your illustration;relating a young lady to politicians…good job!


text:
Persian Version of the Emotion Regulation Questionnaire: Factor Structure, Reliability and Validity
Jafar Hasani
تهران، خیابان مفتح، نرسیده به خیابان انقلاب، دانشگاه خوارزمی (تربیت معلم)، ساختمان سمیه، طبقه هشتم، گروه روان شناسی بالینی
The main purpose of this research was to develop a Persian version of the Emotion Regulation Questionnaire (ERQ, Gross & John, 2003) and to examine its factor structure, reliability and validity. The English version of the ERQ was translated and back-translated prior to its administration to 540 (260 females) Iranian participants that ranged in age from 18 to 36. Results showed that the Persian version of the Emotion Regulation Questionnaire (ERQ-P) had good psychometric properties. Explanatory and confirmatory factor analysis supported the original ERQ two factor model (factor loadings were moderately high to substantial, ranging from .32 to .67). All of the item scores correlated significantly with the total score of the corresponding subscales(r=.46 to r = .75). The reliability of the two ERQ-P subscales was satisfactory as indicated by the level of internal consistency (.81 to .91) and the high test-retest correlations(.51 to .77) across a 5-week interval. With respect to criterion validity, ERQ-P subscales were uniquely associated with affective outcomes, such that suppression predicted lower emotional well-being while reappraisal predicted higher emotional well-being. Taken together, the results of the current study indicate that ERQ-P is a reliable and valid measure of emotion regulation strategies that could be used in research and clinical situations.
Keywords: Emotion Regulation
Reappraisal
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PDF 565.4 K
Hasani, J. (2016). Persian Version of the Emotion Regulation Questionnaire: Factor Structure, Reliability and Validity. International Journal of Behavioral Sciences, 10(3), 108-113.
Jafar Hasani. "Persian Version of the Emotion Regulation Questionnaire: Factor Structure, Reliability and Validity". International Journal of Behavioral Sciences, 10, 3, 2016, 108-113.
Hasani, J. (2016). 'Persian Version of the Emotion Regulation Questionnaire: Factor Structure, Reliability and Validity', International Journal of Behavioral Sciences, 10(3), pp. 108-113.
Hasani, J. Persian Version of the Emotion Regulation Questionnaire: Factor Structure, Reliability and Validity. International Journal of Behavioral Sciences, 2016; 10(3): 108-113.


text:
Q: Architecture for Avoiding Switch Statements I am working on a new project and I am trying to adhere to proper design methods. I have ran into an issue with a switch statement that I know is a problem but I am unable to re-factor it out in an object oriented way.
In the system a User has 0..n roles. Based on which role the user is at the moment the system will return a specific set of data to that user. The user will be able to perform certain actions but not others etc.
public class User
{
    public bool HasRole(string roleName)
    {
        return this.UserRoles.Any(r => r.Name == roleName);
    }

    public string Username { get; set; }

    public long? CurrentRoleId { get; set; }
    public Role CurrentRole { get; set; }

    public virtual IList<Role> UserRoles { get; set; }
}

public class Role
{
    public Role() { }

    public string Name { get; set; }
}

public class GetEventsQuery : IQuery<List<Event>>
{
    public List<Event> Query()
    {
        switch (this.user.CurrentRole.Name)
        {
            case "Administrator":
                UserIsNotInAdministratorRole();
                return repository.All.ToList();

            case "Supervisor":
                UserIsNotInSupervisorRole();
                return repository.All.Where(evnt => evnt.SupervisorId == this.user.RecordId).ToList();

            case "User":
                UserIsNotInUserRole();
                return repository.All.Where(evnt => evnt.UserId == this.user.RecordId).ToList();

            default:
                throw new Exception("GetEventsQuery Unknow exception.");
        }
    }

    private void UserIsNotInUserRole()
    {
        if (!this.user.HasRole("User"))
        {
            throw new NoUserRoleException("User does not have user role!");
        }
    }

    private void UserIsNotInSupervisorRole()
    {
        if (!this.user.HasRole("Supervisor"))
        {
            throw new NoSupervisorRoleException("User does not have supervisor role!");
        }
    }

    private void UserIsNotInAdministratorRole()
    {
        if (!this.user.HasRole("Administrator"))
        {
            throw new NoAdministratorRoleException("User does not have administrator role!");
        }
    }

    public GetEventsQuery(string username, IUserRepository userRepository, IEventRepository repository)
    {
        this.repository = repository;

        var userQuery = new GetUserQuery(username, userRepository);
        this.user = userQuery.Query();
    }

    private readonly User user;
    private readonly IEventRepository repository;
}

This switch statement will show up in all parts of the system. If there was a way to re-factor it out into a class and have it in a single location I don't mind keeping it but having it repeated over and over again is definitely a code smell. I am just starting this project out so if there is a better way to design the object hierarchy or make major changes to eliminate this issue I am open to it.

A: The Strategy Pattern is often a good pattern to use when replacing non-OO switch statements.

A: Role should be a common base class (or interface) inherited by each role (e.g Administrator, Supervisor, User.) Each implementation of Role should have them information on what is or is not allowed for that particular role.

A: Can you use polymorphism to avoid your switch?
You would use an abstraction to contain your behaviour as necessary. And then create concrete implementations of that which encapsulate the logic specific to them - these then replace your switch statement. It would be the Role that needed to be refactored out, so possibly something like
public interface IRole
{
   // whatever you need here
}

public class Administrator : IRole
{
    // your implementation
}

There's a good post on lostechies.com on polymorphism-part-2-refactoring-to-polymorphic-behavior

A: Interface IRole:
GetRole(); //You can use it to self-define the role
IsUserInRole(Role roleType) //Check if user in specific role
GetList(); //Query

Define specific Roles:
SuperVisor implements IRole
{...}

Administrator implements IRole
{...}

Advantage here is that you can rely on IRole to maintain your transaction instead of dealing with direct Role objects (AdministratorObject) and cast it to appropriate class when you need to call any specific method inside that class's definition.

A: What you want in this case is a combination of the Factory and Strategy patterns.
The Strategy pattern defines a family of algorithms, encapsulates each one, and makes them interchangeable. Strategy lets the algorithm vary independently from the clients that use it.
The Factory pattern provides an interface for creating families of related or dependent objects without specifying their concrete classes.
When the above are used together you will be able to create a fully extensible class that will provide all the functionality you want...
I hope this helps.


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First – the Amazon Marketplace Business is the core growth platform for the Amazon Retail Business. Over 42% of all units shipped and sold, over 2 million sellers, supporting geography and category expansion. (note: I was the Director of Merchant Integration and launched this business in 2002). The low-risk, highly profitable marketplace business is a great way for Amazon to "launch and learn" and the growth engine for their retail business.
Second – Amazon Prime is a loyalty program, putting a huge moat around Prime customers, and offers value well beyond shipping with content and devices. Expect further investments in the Prime "flywheel" to make Prime membership even richer. Much of Amazon's content investments are rationalized by the value to Prime. The price increase from $79 to $99 annual fee perhaps drove more membership, as the publicity for Prime was fantastic. Prime membership is up approximately 50%.
Third – Amazon considers its market leading position in AWS to be critical to maintain, and if you think Amazon has invested in this business, I'm guessing that "you ain't seen nothing yet". The innovation at AWS is accelerating — 516 new features or services at AWS in 2014. The big change in the AWS market continues to be Enterprise adoption of cloud computing. Amazon loves the self-service, disruptive, high-margin tech business and the valuations in this sector.
Fourth — Amazon is getting smarter on public relations. I believe 2015 will be seen as the turning point where Amazon started to play a smarter public relations game, including employee relations. The annual report outlines their employee college education program, Career Choice, paying for 95% of tuition for employees and in many fulfillment centers touting purpose-built classrooms to host classes. Amazon's recent hiring of former Obama White House Press Secretary Jay Carney is one indication that Amazon is going to play a smarter PR game after taking hits in 2014 with the Hachette negotiation and several situations with fulfillment center employee relations, particularly in Europe.
Amazon is a conglomerate business, with true synergistic pieces, each by themselves a great business but definitely better together. As the Shareholder Letter outlines, there are three massive businesses which just 10 years ago were big bets. Trust that more big bets from Amazon are happening now, and more dreamy businesses being incubated.
We like the fixed cost nature of original programming. We get to spread that fixed cost across our large membership base.
71% of FBA (Fulfillment by Amazon) merchants reported more than a 20% increase in unit sales after joining FBA.
AWS current leadership position (which is significant) is a strong ongoing advantage. We work hard -very hard – to make AWS as easy to use as possible.
Read the full transcript of Bezos' letter to shareholders below.
A dreamy business offering has at least four characteristics. Customers love it, it can grow to very large size, it has strong returns on capital, and it's durable in time – with the potential to endure for decades. When you find one of these, don't just swipe right, get married.
Well, I'm pleased to report that Amazon hasn't been monogamous in this regard. After two decades of risk taking and teamwork, and with generous helpings of good fortune all along the way, we are now happily wed to what I believe are three such life partners: Marketplace, Prime, and AWS. Each of these offerings was a bold bet at first, and sensible people worried (often!) that they could not work. But at this point, it's become pretty clear how special they are and how lucky we are to have them. It's also clear that there are no sinecures in business. We know it's our job to always nourish and fortify them.
We'll approach the job with our usual tools: customer obsession rather than competitor focus, heartfelt passion for invention, commitment to operational excellence, and a willingness to think long-term. With good execution and a bit of continuing good luck, Marketplace, Prime, and AWS can be serving customers and earning financial returns for many years to come.
Marketplace's early days were not easy. First, we launched Amazon Auctions. I think seven people came, if you count my parents and siblings. Auctions transformed into zShops, which was basically a fixed price version of Auctions. Again, no customers. But then we morphed zShops into Marketplace. Internally, Marketplace was known as SDP for Single Detail Page. The idea was to take our most valuable retail real estate – our product detail pages – and let third-party sellers compete against our own retail category managers. It was more convenient for customers, and within a year, it accounted for 5% of units. Today, more than 40% of our units are sold by more than two million third-party sellers worldwide. Customers ordered more than two billion units from sellers in 2014.
The success of this hybrid model accelerated the Amazon flywheel. Customers were initially drawn by our fast-growing selection of Amazon-sold products at great prices with a great customer experience. By then allowing third parties to offer products side-by-side, we became more attractive to customers, which drew even more sellers. This also added to our economies of scale, which we passed along by lowering prices and eliminating shipping fees for qualifying orders. Having introduced these programs in the U.S., we rolled them out as quickly as we could to our other geographies. The result was a marketplace that became seamlessly integrated with all of our global websites.
We work hard to reduce the workload for sellers and increase the success of their businesses. Through our Selling Coach program, we generate a steady stream of automated machine-learned "nudges" (more than 70 million in a typical week) – alerting sellers about opportunities to avoid going out-of-stock, add selection that's selling, and sharpen their prices to be more competitive. These nudges translate to billions in increased sales to sellers.
To further globalize Marketplace, we're now helping sellers in each of our geographies – and in countries where we don't have a presence – reach out to our customers in countries outside their home geographies. We hosted merchants from more than 100 different countries last year, and helped them connect with customers in 185 nations.
Almost one-fifth of our overall third-party sales now occur outside the sellers' home countries, and our merchants' cross-border sales nearly doubled last year. In the EU, sellers can open a single account, manage their business in multiple languages, and make products available across our five EU websites. More recently, we've started consolidating cross-border shipments for sellers and helping them obtain ocean shipping from Asia to Europe and North America at preferential, bulk rates.
Marketplace is the heart of our fast-growing operations in India, since all of our selection in India is offered by third-party sellers. Amazon.in now offers more selection than any other e-commerce site in India – with more than 20 million products offered from over 21,000 sellers. With our Easy Ship service, we pick up products from a seller and handle delivery all the way to the end customer. Building upon Easy Ship, the India team recently piloted Kirana Now, a service that delivers everyday essentials from local kirana (mom and pop) stores to customers in two to four hours, adding convenience for our customers and increasing sales for the stores participating in the service.
Perhaps most important for sellers, we've created Fulfillment by Amazon. But I'll save that for after we discuss Prime.
Ten years ago, we launched Amazon Prime, originally designed as an all-you-can-eat free and fast shipping program. We were told repeatedly that it was a risky move, and in some ways it was. In its first year, we gave up many millions of dollars in shipping revenue, and there was no simple math to show that it would be worth it. Our decision to go ahead was built on the positive results we'd seen earlier when we introduced Free Super Saver Shipping, and an intuition that customers would quickly grasp that they were being offered the best deal in the history of shopping. In addition, analysis told us that, if we achieved scale, we would be able to significantly lower the cost of fast shipping.
Our owned-inventory retail business was the foundation of Prime. In addition to creating retail teams to build each of our category-specific online "stores," we have created large-scale systems to automate much of inventory replenishment, inventory placement, and product pricing. The precise delivery-date promise of Prime required operating our fulfillment centers in a new way, and pulling all of this together is one of the great accomplishments of our global operations team. Our worldwide network of fulfillment centers has expanded from 13 in 2005, when we launched Prime, to 109 this year. We are now on our eighth generation of fulfillment center design, employing proprietary software to manage receipt, stowing, picking, and shipment. Amazon Robotics, which began with our acquisition of Kiva in 2012, has now deployed more than 15,000 robots to support the stowing and retrieval of products at a higher density and lower cost than ever before. Our owned-inventory retail business remains our best customer-acquisition vehicle for Prime and a critical part of building out categories that attract traffic and third-party sellers.
Though fast delivery remains a core Prime benefit, we are finding new ways to pump energy into Prime. Two of the most important are digital and devices.
In 2011 we added Prime Instant Video as a benefit, now with tens of thousands of movies and TV episodes available for unlimited streaming in the U.S., and we've started expanding the program into the U.K. and Germany as well. We're investing a significant amount on this content, and it's important that we monitor its impact. We ask ourselves, is it worth it? Is it driving Prime? Among other things, we watch Prime free trial starts, conversion to paid membership, renewal rates, and product purchase rates by members entering through this channel. We like what we see so far and plan to keep investing here.
While most of our PIV spend is on licensed content, we're also starting to develop original content. The team is off to a strong start. Our showTransparent became the first from a streaming service to win a Golden Globe for best series and Tumble Leaf won the Annie for best animated series for preschoolers. In addition to the critical acclaim, the numbers are promising. An advantage of our original programming is that its first run is on Prime – it hasn't already appeared anywhere else. Together with the quality of the shows, that first run status appears to be one of the factors leading to the attractive numbers. We also like the fixed cost nature of original programming. We get to spread that fixed cost across our large membership base. Finally, our business model for original content is unique. I'm pretty sure we're the first company to have figured out how to make winning a Golden Globe pay off in increased sales of power tools and baby wipes!
Amazon designed and manufactured devices – from Kindle to Fire TV to Echo – also pump energy into Prime services such as Prime Instant Video and Prime Music, and generally drive higher engagement with every element of the Amazon ecosystem. And there's more to come – our device team has a strong and exciting roadmap ahead.
Prime isn't done improving on its original fast and free shipping promise either. The recently launched Prime Now offers Prime members free two-hour delivery on tens of thousands of items or one-hour delivery for a $7.99 fee. Lots of early reviews read like this one, "In the past six weeks my husband and I have made an embarrassing number of orders through Amazon Prime Now. It's cheap, easy, and insanely fast." We've launched in Manhattan, Brooklyn, Miami, Baltimore, Dallas, Atlanta, and Austin, and more cities are coming soon.
Now, I'd like to talk about Fulfillment by Amazon. FBA is so important because it is glue that inextricably links Marketplace and Prime. Thanks to FBA, Marketplace and Prime are no longer two things. In fact, at this point, I can't really think about them separately. Their economics and customer experiences are now happily and deeply intertwined.
FBA is a service for Marketplace sellers. When a seller decides to use FBA, they stow their inventory in our fulfillment centers. We take on all logistics, customer service, and product returns. If a customer orders an FBA item and an Amazon owned-inventory item, we can ship both items to the customer in one box – a huge efficiency gain. But even more important, when a seller joins FBA, their items can become Prime eligible.
Maintaining a firm grasp of the obvious is more difficult than one would think it should be. But it's useful to try. If you ask, what do sellers want? The correct (and obvious) answer is: they want more sales. So, what happens when sellers join FBA and their items become Prime eligible? They get more sales.
Notice also what happens from a Prime member's point of view. Every time a seller joins FBA, Prime members get more Prime eligible selection. The value of membership goes up. This is powerful for our flywheel. FBA completes the circle: Marketplace pumps energy into Prime, and Prime pumps energy into Marketplace.
In a 2014 survey of U.S. sellers, 71% of FBA merchants reported more than a 20% increase in unit sales after joining FBA. In the holiday period, worldwide FBA units shipped grew 50% over the prior year and represented more than 40% of paid third-party units. Paid Prime memberships grew more than 50% in the U.S. last year and 53% worldwide. FBA is a win for customers and a win for sellers.
A radical idea when it was launched nine years ago, Amazon Web Services is now big and growing fast. Startups were the early adopters. On-demand, pay-as-you-go cloud storage and compute resources dramatically increased the speed of starting a new business. Companies like Pinterest, Dropbox, and Airbnb all used AWS services and remain customers today.
Since then, large enterprises have been coming on board as well, and they're choosing to use AWS for the same primary reason the startups did: speed and agility. Having lower IT cost is attractive, and sometimes the absolute cost savings can be enormous. But cost savings alone could never overcome deficiencies in performance or functionality. Enterprises are dependent on IT – it's mission critical. So, the proposition, "I can save you a significant amount on your annual IT bill and my service is almost as good as what you have now," won't get too many customers. What customers really want in this arena is "better and faster," and if "better and faster" can come with a side dish of cost savings, terrific. But the cost savings is the gravy, not the steak.
IT is so high leverage. You don't want to imagine a competitor whose IT department is more nimble than yours. Every company has a list of technology projects that the business would like to see implemented as soon as possible. The painful reality is that tough triage decisions are always made, and many projects never get done. Even those that get resourced are often delivered late or with incomplete functionality. If an IT department can figure out how to deliver a larger number of business-enabling technology projects faster, they'll be creating significant and real value for their organization.
These are the main reasons AWS is growing so quickly. IT departments are recognizing that when they adopt AWS, they get more done. They spend less time on low value-add activities like managing datacenters, networking, operating system patches, capacity planning, database scaling, and so on and so on. Just as important, they get access to powerful APIs and tools that dramatically simplify building scalable, secure, robust, high-performance systems. And those APIs and tools are continuously and seamlessly upgraded behind the scenes, without customer effort.
Today, AWS has more than a million active customers as companies and organizations of all sizes use AWS in every imaginable business segment. AWS usage grew by approximately 90% in the fourth quarter of 2014 versus the prior year. Companies like GE, Major League Baseball, Tata Motors, and Qantas are building new applications on AWS – these range from apps for crowdsourcing and personalized healthcare to mobile apps for managing fleets of trucks. Other customers, like NTT DOCOMO, the Financial Times, and the Securities and Exchange Commission are using AWS to analyze and take action on vast amounts of data. And many customers like Condé Nast, Kellogg's, and News Corp are migrating legacy critical applications and, in some cases, entire datacenters to AWS.
We've increased our pace of innovation as we've gone along – from nearly 160 new features and services in 2012, to 280 in 2013, and 516 last year. There are many that would be interesting to talk about – from WorkDocs and WorkMail to AWS Lambda and the EC2 Container Service to the AWS Marketplace – but for purposes of brevity, I'm going to limit myself to one: our recently introduced Amazon Aurora. We hope Aurora will offer customers a new normal for a very important (but also very problematic) technology that is a critical underpinning of many applications: the relational database. Aurora is a MySQL-compatible database engine that offers the speed and availability of high-end commercial databases with the simplicity and cost effectiveness of open source databases. Aurora's performance is up to 5x better than typical MySQL databases, at one-tenth the cost of commercial database packages. Relational databases is an arena that's been a pain point for organizations and developers for a long time, and we're very excited about Aurora.
I believe AWS is one of those dreamy business offerings that can be serving customers and earning financial returns for many years into the future. Why am I optimistic? For one thing, the size of the opportunity is big, ultimately encompassing global spend on servers, networking, datacenters, infrastructure software, databases, data warehouses, and more. Similar to the way I think about Amazon retail, for all practical purposes, I believe AWS is market-size unconstrained.
Second, its current leadership position (which is significant) is a strong ongoing advantage. We work hard – very hard – to make AWS as easy to use as possible. Even so, it's still a necessarily complex set of tools with rich functionality and a non-trivial learning curve. Once you've become proficient at building complex systems with AWS, you do not want to have to learn a new set of tools and APIs assuming the set you already understand works for you. This is in no way something we can rest on, but if we continue to serve our customers in a truly outstanding way, they will have a rational preference to stick with us.
In addition, also because of our leadership position, we now have thousands of what are effectively AWS ambassadors roaming the world. Software developers changing jobs, moving from one company to another, become our best sales people: "We used AWS where I used to work, and we should consider it here. I think we'd get more done." It's a good sign that proficiency with AWS and its services is already something software developers are adding to their resumes.
Finally, I'm optimistic that AWS will have strong returns on capital. This is one we as a team examine because AWS is capital intensive. The good news is we like what we see when we do these analyses. Structurally, AWS is far less capital intensive than the mode it's replacing – do-it-yourself datacenters – which have low utilization rates, almost always below 20%. Pooling of workloads across customers gives AWS much higher utilization rates, and correspondingly higher capital efficiency. Further, once again our leadership position helps: scale economies can provide us a relative advantage on capital efficiency. We'll continue to watch and shape the business for good returns on capital.
AWS is young, and it is still growing and evolving. We think we can continue to lead if we continue to execute with our customers' needs foremost in mind.
Before closing, I want to take a moment to update shareowners on something we're excited about and proud of. Three years ago we launched an innovative employee benefit – the Career Choice program, where we pre-pay 95% of tuition for employees to take courses for in-demand fields, such as airplane mechanic or nursing, regardless of whether the skills are relevant to a career at Amazon. The idea was simple: enable choice.
We know that, for some of our fulfillment and customer service center employees, Amazon will be a career. For others, Amazon might be a stepping stone on the way to a job somewhere else – a job that may require new skills. If the right training can make the difference, we want to help, and so far we have been able to help over 2,000 employees who have participated in the program in eight different countries. There's been so much interest that we are now building onsite classrooms so college and technical classes can be taught inside our fulfillment centers, making it even easier for associates to achieve these goals.
There are now eight FCs offering 15 classes taught onsite in our purpose-built classrooms with high-end technology features, and designed with glass walls to inspire others to participate and generate encouragement from peers. We believe Career Choice is an innovative way to draw great talent to serve customers in our fulfillment and customer service centers. These jobs can become gateways to great careers with Amazon as we expand around the world or enable employees the opportunity to follow their passion in other in-demand technical fields, like our very first Career Choice graduate did when she started a new career as a nurse in her community.
I would also like to invite you to come join the more than 24,000 people who have signed up so far to see the magic that happens after you click buy on Amazon.com by touring one of our fulfillment centers. In addition to U.S. tours, we are now offering tours at sites around the world, including Rugeley in the U.K. and Graben in Germany and continuing to expand. You can sign up for a tour at www.amazon.com/fctours.
Marketplace, Prime, and Amazon Web Services are three big ideas. We're lucky to have them, and we're determined to improve and nurture them – make them even better for customers. You can also count on us to work hard to find a fourth. We've already got a number of candidates in work, and as we promised some twenty years ago, we'll continue to make bold bets. With the opportunities unfolding in front of us to serve customers better through invention, we assure you we won't stop trying.
As always, I attach a copy of our original 1997 letter. Our approach remains the same, because it's still Day 1.


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Search for: "Baldwin v. Franks" Results 1 - 20 of 27
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This is a striking 3 bedroom home located on 1.38 acres with a wooded backyard. The main level offers a beautiful kitchen with stainless steel appliances, granite counters & a new built in bar with wine fridge, dining room, warm living room with gas fireplace, master bedroom/master bath/walk in closet, half bath and nice laundry room. The upper level has 2 lovely bedrooms and a full bath. This home has a triple attached garage and a rear deck to enjoy the views of the wooded area in the backyard. A well kept, elegant home full of warmth.


President Donald Trump again offered support Saturday for anti-government protesters in Iran, where a third day of demonstrations, the largest in years, spilled across the country amid fears of a crackdown.
"Oppressive regimes cannot endure forever, and the day will come when the Iranian people will face a choice. The world is watching!" Trump wrote on Twitter.
Trump took a break from playing golf near his Mar-a-Lago resort in Florida to tweet clips from his speech to the United Nations General Assembly in September when he called for Iranian democratic reforms.
Iranian authorities warned of potential violence as the street demonstrations, which began over economic conditions, swelled into frustrations with the theocratic rule of Supreme Leader Ayatollah Ali Khamenei.
Trump has maintained a hawkish stance toward Iran, sharply criticizing the landmark nuclear disarmament accord that Tehran reached with then-President Barack Obama and five other nations in 2015.
In October, Trump declined to certify the accord to Congress although the U.N. nuclear watchdog agency says Iran is complying with it.
Several conservative GOP senators signaled their support for Trump's position and backed the protesters in Iran. Others in Congress did not immediately respond, however, amid conflicting reports over who had organized the demonstrations.
"Even after the billions in sanctions relief they secured through the nuclear deal, the ayatollahs still can't provide for the basic needs of their own people," said Sen. Tom Cotton, R-Ark., a Trump ally and opponent of the nuclear deal.
"We should support the Iranian people who are willing to risk their lives to speak out against it," he added.
Trump initially tweeted his support on Friday night. White House spokeswoman Sarah Huckabee Sanders issued a statement at that time as protests spread.