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As Big Data Pushes Enterprises into Seeking More Data Types, Standard and Automated Integrations Far Outweigh Coded Connections
Transcript of a BriefingsDirect podcast on how creating big-data capabilities are new top business imperatives in dealing with a flood of data from disparate sources.
Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: Scribe Software.
Dana Gardner: Hi, this is Dana Gardner, Principal Analyst at Interarbor Solutions, and you're listening to BriefingsDirect.
Today, we present a sponsored podcast discussion on the top new business imperatives: Creating big-data capabilities and becoming a data-driven organization.
We'll examine how business-intelligence (BI) trends are requiring access and automation across data flows from a variety of sources, formats, and from many business applications.
Our discussion focuses on ways that enterprises are effectively harvesting data in all its forms, and creating integration that fosters better use of data throughout the business process lifecycle.
Here now to share their insights into using data strategically by exploiting all of the data from all of the applications across business ecosystems, we're joined by Jon Petrucelli, Senior Director of Hitachi Solution Dynamics, CRM and Marketing Practice, based in Austin, Texas. Welcome, Jon.
Jon Petrucelli: Thanks, Dana.
Gardner: We're also here with Rick Percuoco, Senior Vice President of Research and Development at Trillium Software in Bedford, Mass. Welcome, Rick.
Rick Percuoco: Hi, Dana. Thank you.
Gardner: And we're also joined by Betsy Bilhorn, Vice President of Product Management at Scribe Software in Manchester NH. Welcome, Betsy. [Disclosure: Scribe Software is a sponsor of BriefingsDirect podcasts.]
Betsy Bilhorn: Thank you, Dana.
Gardner: Betsy, let me start with you. We know that more businesses are trying to leverage and exploit their data, helping them to become more agile, predictive, and efficient. What's been holding them back from gaining access to the most relevant data? What's the roadblock here?
Bilhorn: There are a couple of things. One is the explosion in the different types and kinds of data. Then, you start mixing that with legacy systems that have always been somewhat difficult to get to. Bringing those all together and making sense of that are the two biggest ones. Those have been around for a long, long time.
Bilhorn
That problem is getting exponentially harder, given the variety of those data sources, and then all the different ways to get into those. It's just trying to put all that together. It just gets worse and worse. When most people look at it today, it almost seems somewhat insurmountable. Where do you even start?
Gardner: Jon, how about your customers, at Hitachi? What are you seeing in terms of the struggle that they're facing in getting better data for better intelligence and analytics?
Petrucelli: We work with a lot of large enterprise, global-type customers. To build on what Betsy said, they have a lot of legacy systems. There's a lot of data that's captured inside these legacy systems, and those systems were not designed to be open architected, with sharing their data with other systems.
When you're dealing with modern systems, it's definitely getting easier. When you deal with middleware software like Scribe, especially with Scribe Online, it gets much easier. But the biggest thing that we encounter in the field with these larger companies is just a lack of understanding of the modern middleware and integration and lack of understanding of what the business needs. Does it really need real-time integration?
Petrucelli
Some of our customers definitely have a good understanding of what the business wants and what their customers want, but usually the evaluator, decision-maker, or architect doesn't have a strong background in data integration.
It's really a people issue. It's an educational issue of helping them understand that this isn't as hard as they think it is. Let's scope it down. Let's understand what the business really needs. Usually, that becomes something a lot more realistic, pragmatic, and easier to do than they originally anticipated going into the project.
In the last 5 to 10 years, we've seen data integration get much easier to do, and a lot of people just don't understand that yet. That's the lack of understanding and lack of education around data integration and how to exploit this big-data proliferation that's happening. A lot of users don't quite understand how to do that, and that's the biggest challenge. It's the people side of it. That's the biggest challenge for us.
Gardner: Rick Percuoco at Trillium, tell us what you are seeing when it comes to the impetus for doing data integration. Perhaps in the past, folks saw this as too daunting and complex or involved skill sets that they didn't have. But it seems now that we have a rationale for wanting to have a much better handle on as much data as possible. What's driving the need for this?
Percuoco: I would definitely agree with what Betsy and Jon said. In dealing with that kind of client base, I can see that a lot of the principles and a lot of the projects are in their infancy, even with some of the senior architects in the business. Certain companies, by their nature, deal with volume data. Telecom providers or credit card companies are being forced into building these large data repositories because the current business needs would support that anyway.
Percuoco
So they're really at the forefront of most of these. What we have are large data-migration projects. There are disparate sources within the companies, siloed bits of information that they want to put into one big-data repository.
Mostly, it's used from an analytics or BI standpoint, because now you have the capability of using big-data SQL engines to link and join across disparate sources. You can ask questions and get information, mines of information, that you never could before.
The aspect of extract, transform, load (ETL) will definitely be affected with the large data volumes, as you can't move the data like you used to in the past. Also, governance is becoming a stronger force within companies, because as you load many sources of data into one repository, it's easier to have some kind of governance capabilities around that.
Higher scales
Gardner: Betsy, it sounds that as if the technology has moved in such a way that the big-data analytics, the platform for doing analysis, has become much more capable in dealing at higher scales, faster speeds at lower costs. But we still come back to that same problem of getting to the data, putting it in a format that can be used, directing it, managing that flow, automating it, and then, of course, dealing with the compliance, governance, risk, and security issues.
Is that the correct read on this, that we've been able to move quite well in terms of the analytics engine capability, but we're still struggling with getting the fuel to that engine?
Bilhorn: I would absolutely agree with that. When you look at the trends out there, when we talk about big data, big analytics and all of that, that's moved much faster than capturing those data sources and getting them there. Again, it goes back to all of these sources Jon was referring to. Some of these systems that we want to get the data from were never built to be open. So there is a lot of work just to get them out of there.
The other thing a lot of people like to talk about is an application programming interface (API) economy. "We will have an API and we can get through web services at all this great stuff," but what we've seen in building a platform ourselves and having that connectivity, is that not all of those APIs are created equal.
The vendors who are supplying this data, or these data services, are kind of shooting themselves in the foot and making it difficult for the customer to consume them, because the APIs are poorly written and very hard to understand, or they simply don't have the performance to even get the data out of the system.
The vendors who are supplying this data, or these data services themselves, are kind of shooting themselves in the foot and making it difficult for the customer to consume them.
On top of that, you have other vendors who have certain types of terms of service, where they cut off the service or they may charge you for it. So when they talk about how it's great that they can do all these analytics, in getting the data in there, there are just so many show stoppers on a number of fronts. It's very, very challenging.
Gardner: Let's think about what we are doing in terms of expanding the requirements for business activities and values here. Customer relationship management (CRM), I imagine, paved the way where we're trying to get a single view of the customer across many different data type of activities. But now, we're pushing the envelope to a single view of the patient across multiple healthcare organizations or a single view of a process that has a cloud part, an on-premises part, and an ecosystem supply-chain part.
It seems as if we've moved in more complexity here. Jon Petrucelli, how are the systems keeping up with these complex demands, expanding concentric circles of inclusion, if you will, when it comes to a single view of an object, individual, or process?
Petrucelli: That's a huge challenge. Some people might call it data taxonomy, data structuring, or data hygiene, but you have to be able to define a unique identifier for your primary object in the data. That's what we see. Sometimes, businesses have a hard time deciding on that, but usually it jumps out at you.
The only things that will transact business with you in the world are people or organizations, generally speaking. A dog, a tree, or an asset is not going to actually transact business with you.
We have specialists on our team that do this taxonomy, architects that help our organizations, figure out what a master key is, a master global unique identifier for an object. Then, you come up with a schema that allows you to either use one that's existing or you concatenate a bunch of the data together to create one. That becomes the way that you relate all of the objects to each other that sets the foreign key that they hook up to.
Gardner: I think that helps illustrate how far you can go with this. It seems, though, as if you have to get your own house in order -- your own legacy applications, your own capabilities -- before you can start to expand and gain some of these competitive advantages. It seems that the more data you can bring it to bear on your analytics, the more predictive, the more precise, and the more advantageous your business decisions will be.
I think we understand the complexity, but let's take it back inside the organization. Rick, tell us first about what Trillium Software does and how you're seeing organizations take the steps to begin to get the skills, expertise, and culture to make data integration and data lifecycle management happen better.
Percuoco: Trillium Software has always been a data-quality company. We have a fairly mature and diverse platform for data that you push through. Because for analytics, for risk and compliance, or for anything where you need to use your data to calculate some kind of risk quotient ratios or modeling whereby you run your business, the quality of your data is very, very important.
With the advent of big data and the volume of more and varied unstructured data, the problem of data quality is like on steroids now.
If you're using that data that comes in from multiple channels to make decisions in your business, then obviously data quality and making that data the most accurate that it can be by matching it against structured sources is a huge difference in terms of whether you'll be making the right decisions or not.
With the advent of big data and the volume of more and varied unstructured data, the problem of data quality is on steroids now. You have a quality issue with your data. If anybody who works in any company is really honest with themselves and with the company, they see that the integrity of the data is a huge issue.
As the sources of data become more varied and they come from unstructured data sources like social media, the quality of the data is even more at risk and in question. There needs to be some kind of platform that can filter out the chatter in social media and the things that aren't important from a business aspect.
Gardner: Betsy Bilhorn, tell us about Scribe Software and how what Trillium and Hitachi Solutions are doing helps data management.
Bilhorn: We look at ourselves as the proverbial PVC pipe, so to speak, to bring data around to various applications and the business processes and analytics. Where folks like Hitachi leverage our platform is in being able to make that process as easy and as painless as possible.
We want people to get value out of their data, increase the pace of their business, and increase the value that they're getting out of their business. That shouldn't be a multi-year project. It shouldn't be something that you're tearing your hair out over and running screaming off a bridge.
As easy as possible
Our goal here at Scribe is to make that data integration and to get that data where it needs to go, to the right person, at the right time, as easily and simply as possible for companies like Hitachi and their clients.
Working with Trillium, one of the great things with that partnership is obviously that there is the problem of garbage in/garbage out. Trillium provides that platform by which not only can you get your data where you need it to go, but you can also have it clean and you can have it deduped. You can have a better quality of data as it's moving around in your business. When you look at those three aspects together, that's where Scribe sits in the middle.
Petrucelli: We used to do custom software integration. With a lot of our customers we see lot of custom .NET code or other types of codesets, Java for example, that do the integration. They used to do that, and we still see some bigger organizations that are stuck on that stuff. That's a way to paint yourself into a corner and make yourself captive to some developer.
We highly recommend that people move away from that and go to a platform-based middleware application like Scribe. Scribe is our preferred platform middleware, because that makes it much more sustainable and changeable as you move forward. Inevitably, in integration, someone is going to want to change something later on.
When you have a custom code integration someone has to actually crack open that code, take it offline, or make a change and then re-update the code and things like -- and its all just pure spaghetti code.
We highly recommend that people move away from that and go to a platform-based middleware application like Scribe.
With a platform like Scribe, its very easy to pick up industry-standard training available online. You're not held hostage anymore. It's a graphical user interface (GUI). It's literally drag-and-drop mappings and interlock points. That's really amazing, being this nice capability in their Scribe Online service. Even children can do an integration. It's a teaching technique that was developed at Harvard or MIT about how to put puzzle pieces together through integration. If it doesn't work, the puzzle pieces don't fit.
They've done a really amazing job of making integration for rest of us, not just for developers. We highly recommend people to take a look at that, because it just brings the power back to the business and takes it away from just one developer, a small development shop, or an outsourced developer.
That's one thing. The other thing I want to add is that we see integration as critical to all of the successor projects at the high levels of adoption and return on investment (ROI). Adoption by the users and then ultimately ROI by the businesses is important, because integration is like gas in the sports car. Without the gas, it's not going to go.
We want to give them one user experience or one user interface to productive users -- especially sales reps in the CRM world and customer service reps. You don't want them all tabbing between a bunch of different systems. So we bring them into one interface, and with a platform like Microsoft CRM, they can use their interface of choice.
They can move from a desktop, to a laptop, to a tablet, to a mobile device and they're seeing one version of the truth, because they're all looking into windows looking into the same realm. And in that realm, what is tunneled in comes through pipes that are Scribe.
Built-in integration
What we do for a lot of customers is intentionally build integration into it using Scribe, because we know that if we can take them down from five different interfaces, you're looking at getting a 360-degree view of the customer that's calling them or that they're about to call on. We can take that down to one interface from five.
They're really going to like that. Their adoption is going to be higher and their productivity is going to be higher. If you can raise the productivity of the users, you can raise the top line of the company when you're talking about a sales organization. So, integration is the key to drive high level of adoption and high level of ROI and high levels of productivity.
Gardner: Let's talk about some examples of how organizations are using these approaches, tools, methods, and technologies to improve their business and their data value. I know that you can't always name these organizations, but let's hear a few examples of either named or non-named organizations that are doing this well, doing this correctly, and what it gets for them.
If you can raise the productivity of the users, you can raise the top line of the company when you're talking about a sales organization.
Petrucelli: One that pops to mind, because I just was recently dealing with them, is the Oklahoma City Thunder NBA basketball team. I know that they're not a humongous enterprise account, but sometimes it's hard for people to understand what's going on inside an enterprise account.
Most people follow and are aware of sports. They have an understanding of buying a ticket, being a season ticket holder, and what those concepts are. So it's a very universal language.
The Thunder had a problem where they were using a ticketing system that would sell the tickets, but they had very little CRM capabilities. All this ticketing was done at the industry standard for ticketing and that was great, but there was no way to track, for example, somebody's preferences. You'd have this record of Jon Petrucelli who buys season tickets and comes to certain games. But that's it; that's all you'd have.
They couldn't track who my favorite player was, how many kids I have, if I was married, where I live, what my blog is, what my Facebook profile is. People are very passionate about their sports team. They want to really be associated with them, and they want to be connected with those people. And the sports teams really want to do that, too.
So we had a great project, an award winning project. It's won a Gartner award and Microsoft awards. We helped the Oklahoma City Thunder to leverage this great amount of rich interaction data, this transactional data, the ticketing data about every seat they sat in, and every time they bought.
Rich information
That's a cool record and that might be one line in the database. Around that record, we're now able to wrap all the rich information from the internet. And that customer, that season ticket holder, wants to share information, so they can have a much more personalized experience.
Without Scribe and without integration we couldn't do that. We could easily deploy Microsoft CRM and integrate it into the ticketing system, so all this data was in one spot for the users. It was a real true win-win-win, because not only did the Oklahoma City Thunder have a much more productive experience, but their season ticket account managers could now call on someone and could see their preferences. They could see everything they needed to track about them and see all of their ticketing history in one place.
And they could see if they're attending, if they are not attending, everything about what's going on with that very high-value customer. So that's a win for them. They can deliver personalized service. On the other end of it, you have the customer, the season ticket holder and they're paying a lot of money. For some of them, it's a lifelong dream to have these tickets or their family has passed them down. So this is a strong relationship.
Especially in this day and age, people expect a personalized touch and a personalized experience, and with integration, we were able to deliver that. With Scribe, with the integration with the ticketing system, putting that all in Microsoft CRM where it's real-time, it's accessible and it's insightful.
It's not just data anymore. It's real time insights coming out of the system. They could deliver a much better user experience or customer experience, and they have been benchmarked against the best customer organizations in the world. The Oklahoma City Thunder are now rated as the top professional sports fan experience. Of all professional sports, they have the top fan experience -- and it's directly relatable to the CRM platform and the data being driven into it through integration.
It's not just data anymore. It's real time insights coming out of the system.
Gardner: Great. You can actually see where there is transformational benefit. They're not just iterative or nice to have. It really changes their business in a major way. Rick Percuoco, any thoughts there at Trillium Software of some examples that exemplify why these approaches are so powerful?
Percuoco: I've seen a couple of pretty interesting use cases. One of them is with one of our technical partnerships. They have a data platform also where they use a behavior account-sharing model. It's very interesting in that they take multiple feeds of different data, like social media data, call-center data, data that was entered into a blog from a website. As Jon said, they create a one-customer view of all of those disparate sources of data including social media and then they map for different vertical industries behavioral churn models.
In other words, before someone churns their account or gets rid of their account within a particular industry -- like insurance, for example -- what steps do they go through before they churn their account? Do they send an e-mail to someone? Do they call the call center? Do they send social media messages? Then, through statistical analysis, they build these behavioral churn models.
They put data through these models of transactional data, and when certain accounts or transactional data fall out at certain parts, they match that against the strategic client list and then decide what to do at the different phases of the account churn model.
I've heard of companies, large companies, saving as much as $100 million in account churn by basically understanding what the clients are doing through these behavioral churn models.
Probably the other most prevalent that I've seen with our clients is sentiment analysis. Most people are looking at social media data, seeing what people are saying about them on social media channels, and then using all different creative techniques to try and match those social media personas to client lists within the company to see who is saying what about them.
Sentiment analysis is probably the biggest use case that I've seen, but the account churn with the behavioral models was very, very interesting, and the platform was very complex. On top, it had a productive analytics engine that had about 80 different modeling graphs and it also had some data visualization tools. So it was very, very easy to create shots and graphs and it was actually pretty impressive.
Gardner: Betsy, do you have any examples that also illustrate what we're talking about when it comes to innovation and value around data gathering analytics and business innovation.
Bilhorn: I'm going to do a little bit of a twist here on that problem. We have had a recent customer, who is one of the top LED lighting franchisors in United States, and they had a different bit of a problem. They have about 150 franchises out there and they are all disconnected.
Sentiment analysis is probably the biggest use case that I've seen.
So, in the central office, I can't see what my individual franchises are doing and I can't do any kind of forecasting or business reporting to be able to look at the health of all my franchises all over the country. That was the problem.
The second problem was that they had decided on a standardized NetSuite platform and they wanted all of their franchises to use these. Obviously, for the individual franchise owner, NetSuite was a little too heavy for them and they said overwhelmingly they wanted to have QuickBooks.
This customer came to us and said, "We have a problem here. We can't find anybody to integrate QuickBooks to our central CRM system and we can't report. We're just completely flying blind here. What can you do for us?"
Via integration, we were able to satisfy that customer requirement. Their franchises can use QuickBooks, which was easy for them, and then through all of that synchronized information back from all of these franchises into central CRM, they were able to do all kinds of analytics and reporting and dashboarding on the health of the whole business.
The other side benefit, which also makes them very competitive, is that they're able to add franchises very, very quickly. They can have their entire IT systems up and running in 30 minutes and it's all integrated. So the franchisee is ready to go. They have everything there. They can use a system that's easy for them to use and this company is able to have them up and are getting their data right away.
Consistency and quality
So that's a little bit different. Big data is not social, but it's a problem that a lot of businesses face. How do I even get these systems connected so I can even run my business? This rapid repeatable model for this particular business is pretty new. In the past, we've seen a lot of people try to wire things up with custom codes, or every thing is ad hoc. They're able to stand up full IT systems in 30 minutes, every single time over and over again with a high level consistency and quality.
Gardner: Well we have to begin to wrap it up, but I wanted to take a gauge of where we are on this. It seems to me that we're just scratching the surface. It's the opening innings, if you will.
Will we start getting these data visualizations down to mobile devices, or have people inputting more information about themselves, their devices, or the internet of things? Let's start with you, Jon. Where are we on the trajectory of where this can go?
Petrucelli: We're working on some projects right now with geolocation, geocaching, and geosensing, where when a user on a mobile device comes within a range of a certain store, it will serve that user up, if they have downloaded the app. It will be an app on their smartphone and they have opted into those. It will serve them up special offers to try to pull them into the store the same way in which, if you're walking by a store, somebody might say, "Hey, Jon." They know who I am and know my personalization, when I come in a range, it now knows my location.
Integration is really the key to drive high levels of adoption, which drives high levels of productivity.
This is somebody who has an affinity card with a certain retailer, or it could be a sports team in the venue that the organization knows during the venue, it knows what their preferences are and it puts exactly the right offer in front of the right person, at the right time, in the right context, and with the right personalization.
We see some organizations moving to that level of integration. With all of the available technology, with the electronic wallets, now with Google Glass, and with smart watches, there is a lot of space to go. I don't know if it's really relevant to this, but there is a lot of space now.
We're more in the business app side of it, and I don't see that going away. Integration is really the key to drive high levels of adoption, which drives high levels of productivity which can drive top line gain and ultimately a better ROI for the company that's how we really look it integration.
Gardner: Where are we on the trajectory here for using these technologies to advance business?
Percuoco: You mentioned specifically location information, and, as Jon mentioned, it is germane to this discussion. There's the concept of digital marketing, marketing coupons to people in real-time over their smartphones as they're walking by businesses, and so forth. That's definitely one of the very prevalent use cases for location objects.
Shopping patterns
There's also an interesting one that kind of goes on top of that, where you evaluate web traffic shopping patterns of people, using Google location objects. For large ticket items, you can actually email them, in real time, competitor coupons. For example, a mile down the street, this one company has something for $100 or $200 less.
It's another interesting use case kind of intelligent marketing through digital media in the mobile market. I also see the mobile delivery of information being critical as we move forward.
Pretty much all data integration or BI professionals are basically working parents. It's very, very important to be able to deliver that information, at least in a dashboard format or a summary format on all the mobile devices. You could be at your kid's Little League game or you could be out to dinner with your wife, but you may have to check things.
The delivery of information through the mobile market is critical, although the user experience has to be different. There needs to be a bunch of work in terms of data visualization, the user experience, and what to deliver. But the modern family aspects of life and people working are forcing the mobile market to come up to speed.
It's very, very important to be able to deliver that information, at least in a dashboard format or a summary format on all the mobile devices.
The other thing that I would say is in terms of integration methods and what Jon was talking about. You do have to watch out for custom APIs. Trillium has a connectivity business as does Scribe.
As long as you stick with industry-standard handshaking methods, like XML or JSON or web services and RESTful APIs, then usually you can integrate packages fairly smoothly. You really need to make sure that you're using industry-standard hand-offs for a lot of the integration methods. You have four or five different ways to do that, but it's pretty much the same four or five.
Those would be my thoughts on the future. I also see cloud computing, platform as a service (PaaS), and software as a service (SaaS) really taking hold of the market. Even Microsoft and some of the other platform tools like Office 365 and the email systems in CRM, are all cloud-based applications now, and to be honest, they're better. The service is better, and there's no on-premise footprint. I really see the market moving toward PaaS and SaaS to the cloud computing market.
Gardner: What is Scribe Software's vision, and what are the next big challenges that you will be taking your technology to?
Bilhorn: Ideally, what I would like to see, and what I'm hoping for, is that with mobile and consumerization of IT you're beginning to see that business apps act more like consumer apps, having more standard APIs and forcing better plug and play. This would be great for business. What we're trying to do, in absence of that, is create that plug-and-play environment to, as Jon said, make it so easy a child can do it.
Our vision in the future is really flattening that out, but also being able to provide seamless integration experience between this break systems, where at some point you wouldn't even have to buy middleware as an individual business or a consumer.
The cloud vendors and legacy vendors could embed integration and then be able to have really a plug and play so that the individual user could be doing integration on their own. That's where we would really like to get to. That's the vision and where the platform is going for Scribe.
Gardner: Well, great. I'm afraid we'll have to leave it there. We've been listening to a sponsored BriefingsDirect podcast discussion on how business intelligence and big-data trends are requiring improved access and automation to data flows from a variety of sources.
We've learned of ways that enterprises are effectively harvesting data in all it's forms and creating integrations that foster better use of data throughout the entire lifecycle. The result has been the ability to exploit data strategically among more aspects of enterprise businesses and across more types of applications and processes.
So a huge thanks to our guests Jon Petrucelli, Senior Director of Hitachi Solutions Dynamic CRM and Marketing Practice. Thanks so much Jon.
Petrucelli: Thank you, glad to be here.
Percuoco: Also Rick Percuoco, Senior Vice President of Research and Development at Trillium Software. Thank you so much, Rick.
Percuoco: You're welcome, Dana.
Gardner: And Betsy Bilhorn, Vice President of Product Management at Scribe Software. Thank you, Betsy.
Bilhorn: Thank you again, Dana.
Gardner: And also a huge thank you to our audience for joining this insightful discussion. This is Dana Gardner, Principal Analyst at Interarbor Solutions. Don't forget to come back and listen next time.
Transcript of a BriefingsDirect podcast on how creating big-data capabilities are new top business imperatives in dealing with a flood of data from disparate sources. Copyright Interarbor Solutions, LLC, 2005-2013. All rights reserved.
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Kerala HC Strikes A Blow For Love, Live-In And Freedom of Choice
Can a boy and a girl, who have both attained majority, enter into a live-in relationship? Can the girl's father file a writ of habeas corpus and try and separate them? The Kerala High Court struck a blow for love and an individual's freedom of choice by answering the first question in the positive and the second in the negative.
The case under review was of one Rifana Riyad, a 19-year old girl who was in love with 18-year old Hanize Harris. Rifana's father filed a case in the lower court asking for the girl's custody when she left her father's house to be with Hanize. Disregarding the fact that the girl was a major, the lower court restored Rifana's custody to the father. But she walked out again and chose to live with Hanize. Since Hanzie was not 21 yet and hence not of marriageable age as per Prohibition of Child Marriage Act, 2006, they decided to continue their live-in relationship till the day they could get legally married.
But the father filed a writ of habeas corpus in the High Court, pointing out that since Hanize was below 21 years of age, their marriage was void and Rifana's custody should be given to him. He also averred that if the couple could produce a valid marriage certificate, he would let his daughter remain with her lover, knowing full well that it was not legally possible. The couple appeared in court and declared that they were in a live-in relationship and would marry when it was legally allowed.
The Kerala High Court made certain valid points in dismissing the writ. The first major point it made was that two adult individuals had the right to choose the status of their relationship. It pointed out that even though it was not possible for Rafina and Hanize to marry, there was no law to stop them from staying in a live-in relationship. Specifically, the division bench comprising justices V Chitambaresh and KP Jyothindranath said that, "We cannot close our eyes to the fact that live-in relationship has become rampant in our society and such living partners cannot be separated by the issue of a writ of habeas corpus provided they are major. The Constitutional Court is bound to respect the unfettered right of a major to have a live-in relationship even though the same may not be palatable to the orthodox section of the society."
Recognizing the fact that Rifana was living with Hanize out of her own volition and love for him and without any pressure or inducement, the court said she had the right to choose where to live as she had attained majority. It referred to the decision in the case Nandakumar vs State of Kerala to point out that live-in relationships were legal under the provisions of Protection of Women from Domestic Violence Act, 2005. No one can separate her from Hanzie only on the ground that they were not married.
Additionally, the court pointed out that after the Supreme Court's decision in the celebrated Shafin Jahan vs Asokan KM and ors. case (popularly known as the Hadiya case), it is clear that the courts cannot invoke parens patriae jurisdiction to assume the role of parents in order to prevent a person who has attained majority from exercising her or his free will.
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The Britons
A LFRED THE GREAT figures in history as the founder, in some sense, of the British monarchy. Of that long succession of sovereigns who have held the scepter of that monarchy, and whose government has exerted so vast an influence on the condition and welfare of mankind, he was not, indeed, actually the first. There were several lines of insignificant princes before him, who governed such portions of the kingdom as they individually possessed, more like semi-savage chieftains than English kings. Alfred followed these by the principle of hereditary right, and spent his life in laying broad and deep the foundations on which the enormous superstructure of the British empire has since been reared. If the tales respecting his character and deeds which have come down to us are at all worthy of belief, he was an honest, conscientious, disinterested, and far-seeing statesman. If the system of hereditary succession would always furnish such sovereigns for mankind, the principle of loyalty would have held its place much longer in the world than it is now likely to do, and great nations, now republican, would have been saved a vast deal of trouble and toil expended in the election of their rulers.
Although the period of King Alfred's reign seems a very remote one as we look back toward it from the present day, it was still eight hundred years after the Christian era that he ascended his throne. Tolerable authentic history of the British realm mounts up through these eight hundred years to the time of Julius Cæsar. Beyond this the ground is covered by a series of romantic and fabulous tales, pretending to be history, which extend back eight hundred years further to the days of Solomon; so that a much longer portion of the story of that extraordinary island comes before than since the days of Alfred. In respect, however to all that pertains to the interest and importance of the narrative, the exploits and the arrangements of Alfred are the beginning.
The histories, in fact, of all nations, ancient and modern, run back always into misty regions of romance and fable. Before arts and letters arrived at such a state of progress as that public events could be recorded in writing, tradition was the only means of handing down the memory of events from generation to generation; and tradition, among semi-savages, changes every thing it touches into romantic and marvelous fiction.
The stories connected with the earliest discovery and settlement of Great Britain afford very, good illustrations of the nature of these fabulous tales. The following may serve as a specimen:
At the close of the Trojan war, Æneas retired with a company of Trojans, who escaped from the city with him, and, after a great variety of adventures, which Virgil has related, he landed and settled in Italy. Here, in process of time, he had a grandson named Silvius, who had a son named Brutus, Brutus being thus Æneas's great-grandson.
One day, while Brutus was hunting in the forests, he accidentally killed his father with an arrow. His father was at that time King of Alba—a region of Italy near the spot on which Rome was subsequently built—and the accident brought Brutus under such suspicions, and exposed him to such dangers, that he fled from the country. After various wandering he at last reached Greece, where he collected a number of Trojan followers, whom he found roaming about the country, and formed them into an army. With this half-savage force, he attacked a king of the country named Pandrasus. Brutus was successful in the war, and Pandrasus was taken prisoner. This compelled Pandrasus to sue for peace, and peace was concluded on the following very extraordinary terms :
Pandrasus was to give Brutus his daughter Imogena for a wife, and a fleet of ships as her dowry. Brutus, on the other hand, was to take his wife and all his followers on board of his fleet, and sail away and seek a home in some other quarter of the globe. This plan of a monarch's purchasing his own ransom and peace for his realm from a band of roaming robbers, by offering the leader of them his daughter for a wife, however strange to our ideas, was very characteristic of the times. Imogena must have found it a hard alternative to choose between such a husband and such a father.
Brutus, with his fleet and his bride, betook themselves to sea, and within a short time landed on a deserted island, where they found the ruins of a city. Here there was an ancient temple of Diana, and an image of the goddess, which image was endued with the power of uttering oracular responses to those who consulted it with proper ceremonies and forms. Brutus consulted this oracle on the question in what land he should find a place of final settlement. His address to it was in ancient verse, which some chronicler has turned into English rhyme as follows :
"Goddess of shades and huntress, who at will
Walk'st on the rolling sphere, and through the deep,
On thy third reign, the earth, look now and tell
What land, what seat of rest thou bidd'st me seek?"
To which the oracle returned the following answer:
"Far to the west, in the ocean wide,
Beyond the realm of Gaul a land there lies—
Sea-girt it lies—where giants dwelt of old.
Now void, it fits thy people; thither bend
Thy course; there shalt thou find a lasting home."
It is scarcely necessary to say that this meant Britain. Brutus, following the directions which the oracle had given him, set sail from the island, and proceeded to the westward through the Mediterranean Sea. He arrived at the Pillars of Hercules. This was the name by which the Rock of Gibraltar and the corresponding promontory on the opposite coast, across the straits, were called in those days; these cliffs having been built, according to ancient tales, by Hercules, as monuments set up to mark the extreme limits of his western wanderings. Brutus passed through the strait, and then, turning northward, coasted along the shores of Spain.
At length, after enduring great privations and suffering, and encountering the extreme dangers to which their frail barks were necessarily exposed from the surges which roll in perpetually from the broad Atlantic Ocean upon the coast of Spain and into the Bay of Biscay, they arrived safely on the shores of Britain. They landed and explored the interior. They found the island robed in the richest drapery of fruitfulness and verdure, but it was unoccupied by any thing human. There were wild beasts roaming in the forests, and the remains of a race of giants in dens and caves—monsters as diverse from humanity as the wolves. Brutus and his followers attacked all these occupants of the land. They drove the wild beasts into the mountains of Scotland and Wales, and killed the giants. The chief of them, whose name was Gogmagog, was hurled by one of Brutus's followers from the summit of one of the chalky cliffs which bound the island into the sea.
The island of Great Britain is in the latitude of Labrador, which on our side of the continent is the synonym for almost perpetual ice and snow; still these wandering Trojans found it a region of inexhaustible verdure, fruitfulness, and beauty; and as to its extent, though often, in modern times, called a little island, they found its green fields and luxuriant forests extending very far and wide over the sea. A length of nearly six hundred miles would seem almost to merit the name of continent, and the dimensions of this detached outpost of the habitable surface of the earth would never have been deemed inconsiderable, had it not been that the people, by the greatness of their exploits, of which the whole world has been the theatre, have made the physical dimensions of their territory appear so small and insignificant in comparison. To Brutus and his companions the land appeared a world. It was nearly four hundred miles in breadth at the place where they landed, and, wandering northward, they found it extending, in almost undiminished beauty and fruitfulness, further than they had the disposition to explore it. They might have gone northward until the twilight scarcely disappeared in the summer nights, and have found the game verdure and beauty continuing to the end. There were broad and undulating plains in the southern regions of the island, and in the northern, green mountains and romantic glens; but all, plains, valleys, and mountains, were fertile and beautiful, and teeming with abundant sustenance for flocks, for herds, and for man.
Brutus accordingly established himself upon the island with all his followers, and founded a kingdom there, over which he reigned as the founder of a dynasty. Endless tales are told of the lives, and exploits, and quarrels of his successors down to the time of Cæsar. Conflicting claimants arose continually to dispute with each other, for the possession of power; wars were made by one tribe upon another; cities, as they were called—though probably, in fact, they were only rude collections of hovels—were built, fortresses were founded, and rivers were named from princes or princesses drowned in them; in accidental journeys, or by the violence of riva1 claimants to their thrones. The pretended records contain a vast number of legends, of very little interest or value, as the reader will readily admit when we tell him that the famous story of King Lear is the most entertaining one in the whole collection. It is this:
There was a king in the line named Lear. He founded the city now called Leicester. He had three daughters, whose names were Gonilla, Regana, and Cordiella. Cordiella was her father's favorite child. He was, however, jealous of the affections of them all, and one day he called them to him, and asked them for some assurance of their love. The two eldest responded by making the most extravagant protestations. They loved their father a thousand times better than their own souls. They could not express, they said, the ardor and strength of their attachment, and called Heaven and earth to witness that these protestations were sincere.
Cordiella, all this time, stood meekly and silently by, and when her father asked her how it was with her, she replied, "Father, my love toward you is as my duty bids. What can a father ask, or a daughter promise more? They who pretend beyond this only flatter."
The king, who was old and childish, was much pleased with the manifestation of love offered by Gonilla and Regana, and thought that the honest Cordiella was heartless and cold. He treated her with greater and greater neglect, and finally decided to leave her without any portion whatever, while he divided his kingdom between the other two, having previously married them to princes of high rank. Cordiella was, however, at last made choice of for a wife by a French prince, who, it seems, knew better than the old king how much more to be relied upon was unpretending and honest truth than empty and extravagant profession. He married the portionless Cordiella, and took her with him to the Continent.
The old king now having given up his kingdom to his eldest daughters, they managed, by artifice and maneuvering, to get every thing else away from him, so that he became wholly dependent upon them, and had to live with them by turns. This was not all; for, at the instigation of their husbands, they put so many indignities and affronts upon him, that his life at length became an intolerable burden, and finally he was compelled to leave the realm altogether, and in his destitution and distress he went for refuge and protection to his rejected daughter Cordiella. She received her father with the greatest alacrity and affection. She raised an army to restore him to his rights, and went in person with him to England to assist him in recovering them. She was successful. The old king took possession of his throne again, and reigned in peace for the remainder of his days. The story is of itself nothing very remarkable, though Shakespeare has immortalized it by making it the subject of one of his tragedies.
Centuries passed away, and at length the great Julius Cæsar, who was extending the Roman power in every direction, made his way across the Channel, and landed in England. The particulars of this invasion are described in our history of Julius Cæsar. The Romans retained possession of the island, in a greater or less degree, for four hundred years.
They did not, however, hold it in peace all this time. They became continually involved in difficulties and contests with the native Britons who could ill brook the oppressions of such merciless masters as Roman generals always proved in the provinces which they pretended to govern. One of the most formidable rebellions that the Romans had to encounter during their disturbed and troubled sway in Britain was led on by a woman. Her name was Boadicea. Boadicea, like almost all other heroines, was coarse and repulsive in appearance. She was tall and masculine in form. The tones of her voice were harsh, and she had the countenance of a savage. Her hair was yellow. It might have been beautiful if it had been neatly arranged, and had shaded a face which possessed the gentle expression that belongs properly to woman. It would then have been called golden. As it was, hanging loosely below her waist and streaming in the wind, it made the wearer only look the more frightful. Still, Boadicea was not by any means indifferent to the appearance she made in the eyes of beholders. She evinced her desire to make a favorable impression upon others, in her own peculiar way, it is true, but in one which must have been effective, considering what sort of beholders they were in whose eyes she figured. She was dressed in a gaudy coat, wrought of various colors, with a sort of mantle buttoned over it. She wore a great gold chain about her neck; and held to ornamented spear in her hand. Thus equipped, she appeared at the head of an army of a hundred thousand men, and gathering them around her, she ascended a mound of earth and harangued them—that is, as many as could stand within reach of her voice—arousing them to sentiments of revenge against their hated oppressors, and urging them to the highest pitch of determination and courage for the approaching straggle. Boadicea had reason to deem the Romans her implacable foes. They had robbed her of her treasures, deprived her of her kingdom, imprisoned her, scourged her, and inflicted the worst possible injuries upon her daughters. These things had driven the wretched mother to a perfect phrensy of hate, and aroused her to this desperate struggle for redress and revenge. But all was in vain. In encountering the spears of Roman soldiery, she was encountering the very hardest and sharpest steel that a cruel world could furnish. Her army was conquered, and she killed herself by taking poison in her despair.
By struggles such as these the contest between the Romans and the Britons was carried on for many generations; the Romans conquering at every trial, until, at length, the Britons learned to submit without further resistance to their sway. In fact, there gradually came upon the stage, during the progress of these centuries, a new power, acting as an enemy to both, the Picts and Scots; hordes of lawless barbarians, who inhabited the mountains and morasses of Scotland and Ireland. These terrible savages made continual irruptions into the southern country for plunder, burning and destroying, as they retired, whatever they could not carry away. They lived in impregnable and almost inaccessible fastnesses, among dark glens and precipitous mountains, and upon gloomy islands surrounded by iron-bound coasts and stormy seas. The Roman legions made repeated attempts to hunt them out of these retreats, but with very little success. At length a line of fortified posts was established across the island, near where the boundary line now lies between England and Scotland; and by guarding this line, the Roman generals who had charge of Britain attempted to protect the inhabitants of the southern country, who had learned at length to submit peaceably to their sway.
One of the most memorable events which occurred during the time that the Romans held possession of the island of Britain was the visit of one of the emperors to this northern extremity of his dominions. The name of this emperor was Severus. He was powerful and prosperous at home, but his life was embittered by one great calamity, the dissolute character and the perpetual quarrels of his sons. To remove them from Rome, where they disgraced both themselves and their father by their vicious lives, and the ferocious rivalry and hatred they bore to each other, Severus planned an excursion to Britain, taking them with him, in the hope of turning their minds into new channels of thought, and awakening in them some new and nobler ambition.
At the time when Severus undertook this expedition, he was advanced in age and very infirm. He suffered much from the gout, so that he was unable to travel by any ordinary conveyance, and was borne, accordingly, almost all the way upon a litter. He crossed the Channel with his army, and, leaving one of his sons in command in the south part of the island, he advanced with the other, at the head of an enormous force, determined to push boldly forward into the heart of Scotland, and to bring the war with the Picts and Scots to an effectual end.
He met, however, with very partial success. His soldiers became entangled in bogs and morasses; they fell into ambuscades; they suffered every degree of privation and hardship for want of water and of food, and were continually entrapped by their enemies in situations where they had to fight in small numbers and at a great disadvantage. Then, too, the aged and feeble general was kept in a continual fever of anxiety and trouble by Bassianus, the son whom he had brought with him to the north. The dissoluteness and violence of his character were not changed by the change of scene. He formed plots and conspiracies against his father's authority; he raised mutinies in the army; he headed riots; and he was finally detected in a plan for actually assassinating his father. Severus, when he discovered this last enormity of wickedness, sent for his son to come to his imperial tent. He laid a naked sword before him, and then, after bitterly reproaching him with his undutiful and ungrateful conduct, he said, "If you wish to kill me, do it now. Here I stand, old, infirm, and helpless. You are young and strong, and can do it easily. I am ready. Strike the blow."
Of course Bassianus shrunk from his father's reproaches, and went away without committing the crime to which he was thus reproachfully invited; but his character remained unchanged; and this constant trouble, added to all the other difficulties which Severus encountered, prevented his accomplishing his object of thoroughly conquering his northern foes. He made a sort of peace with them, and retiring south to the line of fortified posts which had been previously established, he determined to make it a fixed and certain boundary by building upon it a permanent wall. He put the whole force of his army upon the work, and in one or two years, as is said, he completed the structure. It is known in history as the Wall of Severus; and so solid, substantial, and permanent was the work, that the traces of it have not entirely disappeared to the present day.
The wall extended across the island, from the mouth of the Tyne, on the German Ocean, to the Solway Frith—nearly seventy miles. It was twelve feet high, and eight feet wide. It was faced with substantial masonry on both sides, the intermediate space being likewise filled in with stone. When it crossed bays or morasses, piles were driven to serve as a foundation. Of course, such a wall as this, by itself, would be no defense. It was to be garrisoned by soldiers, being, intended, in fact, only as a means to enable a smaller number of troops than would otherwise be necessary to guard the line. For these soldiers there were built great fortresses at intervals along the wall, wherever a situation was found favorable for such structures. These were called stations. The stations were occupied by garrisons of troops, and small towns of artificers and laborers soon sprung up around them. Between the stations, at smaller intervals, were other smaller fortresses called castles, intended as places of defense, and rallying points in case of an attack, but not for garrisons of any considerable number of men. Then, between the castles, at smaller intervals still, were turrets, used as watch-towers and posts for sentinels. Thus the whole line, of the wall was every where defended by armed men. The whole number thus employed in the defense of this extraordinary rampart was said to be ten thousand. There was a broad, deep, and continuous ditch on the northern side of the wall, to make the impediment still greater for the enemy, and a spacious and well-constructed military road on the southern side, on which troops, stores, wagons, and baggage of every kind could be readily transported along the line, from one end to the other.
Wall of Severus.
The wall was a good defense as long as Roman soldiers remained to guard it. But in process of time—about two centuries after Severus's day—the Roman empire itself began to decline, even in the very seat and center of its power; and then, to preserve their own capital from destruction, the government were obliged to call their distant armies home. The wall was left to the Britons; but they could not defend it. The Picts and Scots, finding out the change, renewed their assaults. They battered in the castles; they made breaches here and there in the wall; they built vessels, and, passing round by sea across the mouth of the Solway Frith and of the River Tyne, they renewed their old incursions for plunder and destruction. The Britons, in extreme distress, sent again and again to recall the Romans to their aid, and they did, in fact, receive from them some occasional and temporary succor. At length, however, all hope of help from this quarter failed, and the Britons, finding their condition desperate, were compelled to resort to a desperate remedy, the nature of which will be explained in the next chapter.


text:
Justice & Civic Engagement
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Urban League Updates
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We believe every Arkansan should participate in our democracy and civic processes and has a right to justice and fairness.
To realize our mission of advancing the economic and social prosperity of all Arkansans, the Urban League of The State of Arkansas collaborates with faith-based organizations, grassroots organizers, local community, and our auxiliary groups to educate and support the public on the importance of civic engagement through voter registration, voter education, and community leadership.
In a spirit of collaboration, we partner with other community and faith-based organizations to make sure every Arkansan who wants to be is civically engaged. Our intent is to lead by example and empower others to advocate for education, economic development, housing, jobs, and justice. Our current programs and initiatives include:
Voting Matters
Voting matters is a year-round cultural relevant voter education and registration program. We understand the effectiveness of voter education depends on the message resonating with the voter.
Advocacy 101
We believe there is no greater way to advocate for your community than face to face conversations with lawmakers and advocacy experts. The Advocacy 101 sessions are safe spaces that we create for community members to engage in direct dialogue with lawmakers and advocacy experts about issues that are most important to them. We empower community members to hold legislators accountable and effectively communicate the impact legislative bills have on their community.
Community Leadership Initiative
Our Community Leadership Initiative will provide support and professional development opportunities for Black and Brown community members who are ready to take responsibility for the well-being and improvement of their communities. The presence of black and brown community leaders on boards, committees, and commissions are essential to ensure that diverse perspectives are helping shape program and policy decisions that impact black and brown communities. The Community Leadership Initiative is apart of our long-term plan to amplify the collective voice and increase the influence of black and brown people.
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text:
Tillman tops Franklin Co. parade
Published 6:00 am Thursday, February 2, 2006
MEADVILLE — For 10 long months Marcus Tillman's plan was to bean LSU Tiger, but that plan changed. Tillman officially signed withOle Miss Wednesday morning over LSU and Alabama.
"I just had a better feel with the coaches and the school," saidTillman, who visited Ole Miss Jan, 14-15. "They do a good jobrecruiting, and made me feel at home."
The 6-foot-4, 252-pound Tillman cited playing time and stayingin state as the main reasons for his late selection of the Rebels.Tillman committed to LSU back in May. Less than 48-hours to signingday, he changed his commitment from Tiger purple to Ole Missblue.
"I felt that I had a really good chance to play and start up atOle Miss next year," added Tillman. "LSU and Alabama told me Iwould see time as a third down end and such. I felt at Ole Miss Iwould have a better opportunity to play and better myself in thefuture."
A Parade Magazine All-American and All-State defensiveend, Tillman registered 54 tackles and made eight sacks as asenior. He had 72 tackles and 16 sacks as a junior.
"Marcus helped us a lot here," said Franklin County head coachGrady McCluskey. "He will have a chance to further his educationand play on the Division One level."
Ole Miss head coach Ed Orgeron was moved to tears when hediscussed the intense recruiting battle for Tillman Wednesdayevening. "Marcus became a Rebel in a hard fight and we won."
Besides Tillman, other Franklin County Bulldogs also inkedscholarship deals: 6-3, 340-pound offensive lineman EmmanuelMuhammad signed with Jackson State, over scholarship offers fromMississippi Valley State and Co-Lin.
"I just felt that this was where I needed to be," addedMuhammad. "I had a good visit up there, and felt really good aboutthe program they have. I look forward to playing for Coach (Rick)Comegy."
Three other Bulldogs signed pacts with Copiah-Lincoln Communitycollege in fullback/linebacker D.J. Shaw, cornerback JonteMarshall, and linebacker Casey Hammack.
Shaw (6-2, 240) signed with Co-Lin over a partial scholarshipoffer from Jackson State. He also gained interest fromLouisiana-Lafayette, Mississippi Valley State, and Delta State.
"It came down to Jackson State and Co-Lin pretty much," saidShaw. "I just felt that I can come to Co-Lin for two years andbetter myself in the long run."
Hammack (6-2, 200) picked the Wolves over a scholarship offerfrom East Mississippi Community College. Hammack led the Bulldogsin tackles as a senior with 80 hits.
"I want to play and I want to be closer to home," said Hammack."At Co-Lin I can do both."
As for Marshall (5-9. 165), the Bulldogs seniorquarterback/defensive back signed with Co-Lin to also improve hisstock on the next level. Marshall brings lightning-quick 4.4 speedin the 40-yard dash to the Wesson campus.
"I know I've got to work the hardest I ever worked now," saidMarshall. "I plan on helping Co-Lin out the best way I can overthese next two years."
Marshall ran for 412 yards last season for six scores. He isexpected to play defensive back at Co-Lin.
"This is a great day for these young men and our school," saidFranklin High Principal M.D. Bilbo. "Not only will they have achance to play on the college level, but they also will befurthering their education."


text:
The 1996–97 Alabama Crimson Tide men's basketball team represented the University of Alabama in the 1996–97 NCAA Division I men's basketball season. The team's head coach was David Hobbs, who was in his fifth season at Alabama.  The team played their home games at Coleman Coliseum in Tuscaloosa, Alabama. They finished the season with a record of 17–14, with a conference record of 6–10, which placed them in a tie for third in the SEC Western Division.

The Tide defeated Florida in the first round of the 1997 SEC men's basketball tournament, but lost to South Carolina in the quarterfinal.  The Tide did not an invite to a postseason tournament, marking the first time the Tide didn't participate in the postseason since the 1987–88 season.

Roster

Schedule and results

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!colspan=14 style=| Regular Season

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!colspan=9 style=| SEC Tournament

Sources

References

Alabama Crimson Tide men's basketball seasons
Alabama
1996 in sports in Alabama
1997 in sports in Alabama

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In 2015, China's overall outdoor gear market was scaled up to RMB45.4 billion, up 12.5% from a year earlier, of which, the core outdoor gear market accounted for 39.6% with RMB18 billion. It is estimated that in 2016 China's overall outdoor gear market and core outdoor gear market will be worth about RMB48 billion and RMB18.91 billion respectively.
The Chinese outdoor gear market has just entered growth stage, far from maturity and holding huge potential for development. Driven by related policies such as National Fitness Plan (2016-2020) and China's 13th Five-Year Plan for Developing Sports Industry, as well as people's living improvement and a growing number of outdoor activity participants, China's outdoor gear industry will continue rapid development in the future. By 2021, the overall outdoor gear market scale is expected to exceed RMB100 billion, hitting RMB118 billion; the core outdoor gear market scale will reach RMB32.58 billion.
In recent years, due to intensified competition in the industry, combined with rising operating costs, gross retail sales of outdoor gear market in China have been slowing down despite an uptrend. In 2016, gross retail sales of Chinese outdoor gear rose 4.9% year on year, to RMB23.28 billion, of which, retail sales of e-commerce channel grew faster to RMB8.48 billion, up 20.3% from a year earlier, accounting for 36.4%, while outdoor stores were on a declining curve and shopping mall stores just kept a small increase. In the future, under the influence of change of consumption habits, cost and other factors, e-commerce will become the main sales channel, with retail sales making up approximately 50% in 2020.
There were a total of 975 brands in the Chinese outdoor gear market in 2016, but only 22 ones i.e. 2.3% of total brands with annual value of shipment exceeding RMB100 million; their shipment value of RMB7.68 billion accounted for 57% of total. This implies a relatively high concentration of the industry and main brands have significant pioneering advantages.
At present, foreign brands represented by Columbia and The North Face occupy the middle- and high-end outdoor gear market in China and post nearly 70% of market share; local brands e.g. Toread, Camel, MobiGarden, Sanfo, Kolumb with weaker competitive strength and relatively low market share focus on the low-end market. In this case, local brands are strengthening competitive capability through intensifying research and development and gradually occupying more market share by raising cost-performance ratio.
In 2016, Columbia and The North Face took the top two positions in Chinese outdoor gear market by capturing 16.6% and 14% share, respectively. Toread eyed 8.7% share and ranked third. Camel, MobiGarden, Sanfo and Kolumb registered a combined 5.7% share.
Introduction to 5 foreign companies and 9 domestic companies, including operation, production and sales, outdoor gear business, forecast and development analysis, etc.


The Mayo Clinic is arguably the most successful medical organization in the world. How do they do it? What is their model, why is it successful, and is it possible to apply key features of their model to the delivery of marketing services?
The Mayo Clinic has a formal and proven 135-year old Model of Care. At its core, it is completely patient-centric and integrated. In spite of the ever-increasing number of medical specialties, the Mayo model demands collaboration to benefit the patient's well-being. To avoid physician self-interest, turf issues and financial conflict, all doctors are required to work in patient teams and all are on salary.
Much like the medical profession, the marketing world has seen a proliferation of specialists. But unlike the Mayo Model and its integrated, collaborative approach, many corporations have moved to a fragmented agency model. How many companies work with a large number of speciality agencies like advertising, digital, PR, product design, packaging, in-store, media buying, social, direct, loyalty, brand strategy, research, and others?
It raises the question, who is looking out for the health of the "marketing" patient? Who is responsible for the overall brand strategy? Are all of these fragmented service providers serving in the best interest of the brand and working to achieve the company goals? Or, are they trying to get a larger piece of the fee pie?
http://cultmarketing.com/wp-content/uploads/2012/03/CurrentMayoLogo-e1331760696341.jpg 150 150 cultmarketing http://cultmarketing.com/wp-content/uploads/2014/08/cult_marketing.png cultmarketing2012-03-14 15:53:082014-09-04 17:51:28The Mayo Clinic Model for Marketing?
An oil spill is a tragic – but all too real – possibility for an oil company. By the nature of their business, you would think oil companies would expect an incident like the Gulf of Mexico offshore oil well explosion to happen. It should not be a surprise – anymore than an earthquake in California would be a shocker. But, as the latest oil spill in the Gulf of Mexico has shown, these environmental disasters are all but impossible to prepare for. The question from a brand marketing standpoint is simple: what the hell should they do given this probability?
As we at Cult like to do, let's back up and look at the consumers' view of the industry. The oil companies are really big and really profitable – even when the economy is in the proverbial toilet. In the deep recession year of 2009, when almost everyone was suffering financially, the oil companies made billions of dollars in profits. In a 2006 study of gas price manipulation, the FTC found that the record increases in gasoline prices were "not substantially attributable to higher costs". It seems the oil companies always take advantage of their financial opportunities with no regard to consumer goodwill. These companies are often viewed as monopolistic, money-grubbing, price-gouging, predatory goliaths. In a 2008 Harris poll of 20 major industries, only the tobacco industry had a lower rating than the oil companies on the topic of how good or bad a job they perform in serving the needs of consumers.
From a marketing and branding perspective, what is there to love about an oil company? Do you trust them? Do you have any affinity to any oil company? Do they do anything for you as a person? Do they make you feel good in any way? The energy industry has to rank among the worst PR and branding industries. We know all about the 1989 Exxon Valdez nightmare which was widely considered the worst corporate PR fiasco of all time. But what has the industry done to counter its image since then?
Gladly, they have made some strides. Let's take the current Gulf oil spill. BP has a real disaster on its hands, and they have clearly learned a lesson from Exxon's PR gaffe. The CEO of Exxon was not seen until six days after the Valdez disaster, and then said at a press conference that it was not his responsibility to read the cleanup plan report. He also blamed the media for turning the spill into a big deal. Hell, it was two full weeks before he visited the spill site in Alaska! The media interview refusals by Exxon's CEO Rawl and his complete lack of remorse highlighted the worst possible PR moves by one of the world's most profitable corporations. It conveyed an ivory-tower arrogance. Now, to his credit, the CEO of BP, Tony Hayward, has learned from Exxon's PR mistakes and has been on air and is taking full financial responsibility for the spill cleanup.
On the marketing and branding front, oil companies have increased their efforts. Shell has been focusing on advanced technologies and product performance enhancements along with sponsorships like Eco-Marathons, Exxon Mobil has been supporting science education, and BP and others have been focusing on their "green" strategy. Unfortunately for BP, that positioning is tough to sustain given the latest environmental tragedy.
Even so, let's not pretend the problem has gone away. The brand marketing work of oil companies is far from done. Oil and energy companies must develop a sincere, long-term strategy to create brands that connect with their consumers on an intellectual and emotional level. In short, they need to define a plan to evoke positive feelings from their consumers.
One good way to enhance their brands would be to become good corporate citizens. Oil companies make massive profits, so how about giving back? An exhaustive study by the Committee Encouraging Corporate Philanthropy shows that the energy industry's Total Median Giving as a Percent of Revenue (0.05%) is the lowest of any other major industry! [For reference, health care companies give 0.6%, or 12 times as much as the energy companies.] Once again, the oil companies don't understand the concept of branding.
Maybe the sad reality is there is no motivation for oil companies to care about their brands or their consumers. What are we to do, stop buying gasoline?
http://cultmarketing.com/wp-content/uploads/2010/05/BP.jpg 2120 1801 cultmarketing http://cultmarketing.com/wp-content/uploads/2014/08/cult_marketing.png cultmarketing2010-05-10 17:28:192014-09-05 09:55:37Energy Companies and Brand Marketing – Like Oil and Water?
We have a good friend who happens to be a prominent heart doctor who loves to sent us European TV ads. Why does he love these ads so much? Because Europeans run ads that are funny and brilliant and often quite effective in appealing to their target audience. They represent interesting and memorable work. The catch is, they are also very edgy in many cases.
So, since we can't run ads in the U.S. that contain questionable language or show any restricted part of the human anatomy, we rely on the British or the Dutch to produce the type of ads that many U.S. firms would love to make. Virtually no American company would take the chance and expose themselves to the threat from Big Brother, the FCC.
Due to the threat of censorship, fines, legal issues, complaints, and media attention, we argue that no American company wants to do edgy ads. In fact, just the concept of discussing the topic might cause American companies to shy away from an agency.
Let's throw the big question out to the Cult Marketing blog readers for discussion: If Cult posted interesting, yet edgy, Euro ads on this site, do you think it would it diminish our agency's ability to attract or retain national clients? Thoughts are welcome.
http://cultmarketing.com/wp-content/uploads/2014/08/cult_marketing.png 0 0 cultmarketing http://cultmarketing.com/wp-content/uploads/2014/08/cult_marketing.png cultmarketing2009-06-10 06:09:002014-09-05 10:05:20The real economics of edgy?


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News & Events (current)
Marta Kwiatkowska invited to join Responsible AI Working Group of the GPAI initiative
Posted: 3rd September 2020
Professor Marta Kwiatkowska has been invited to join the Responsible AI Working Group of the Global Partnership on Artificial Intelligence (GPAI) initiative. Marta was nominated by the European Commission. The international initiative was formed to promote responsible AI grounded in human rights, inclusion, diversity, innovation, and economic growth. The initiative will look to bridge the gap between theory and practice on AI by supporting cutting-edge research and applied activities on AI-related priorities. The GPAI brings together experts from industry, government, civil society and academia. The Partnership was conceived by Canada and France during their G7 presidencies and at its launch counted 13 other founding members, including the UK.
Marta says, 'I am excited to be an expert participant of the Responsible AI Working Group for the Global Partnership on AI and look forward to progressing this important initiative. Please see this blog post for an update on our work, plus an opportunity to partner with us on a new tender! https://oecd.ai/wonk/an-introduction-to-the-global-partnership-on-ais-work-on-responsible-ai
Marta Kwiatkowska
Inspired Research Newsletter
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Spatiotemporal orders in the realm of biology and chemistry
Pushpita Ghosh
Tata Institute of Fundamental Research, Hyderabad
Emergence of spatiotemporal orders under far-from-equilibrium condition is a fundamental and ubiquitous process in natural systems. The occurrence of spatial orders in the form of stationary and non-stationary spatial patterns is quite pervasive in the context of chemical and biological systems. Underpinning of the phenomena of self-organization is not only important to understand but also is a matter of quest to have a control on the dynamical systems.
In the first part of the talk, I will discuss about the spatiotemporal dynamics of microbial biofilm, which is a multicellular community of bacterial cells, adhered to each other and embedded in a matrix of self-produced extracellular polymeric substances. In such a dense environment mechanical interactions among the components become significant. Following an individual-based modeling approach, I will decipher the role of mechanical interactions, governing the spatiotemporal dynamics of a growing bacterial colony, which undergoes a spontaneous phase-separation in presence of self-produce extracellular polymeric substances.
In the second part, we will make a transition from biological to chemical context, where I will discuss about the formation of stationary patterns, propagating waves and formation of drifting spirals in a model Brusselator and Chlorine dioxide-iodine-malonic acid reaction-diffusion system subjected to an external temperature gradient. I will show that use of thermal gradient in a spatially extended system is a practical way to create and modify pattern formation, which opens up possibility to set up new experiments.


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What is the Tort Claims Act?
This article explains the additional rules that only apply when suing the government or its employees for an injury. A law that lets you sue a government for an injury is called a "Tort Claims Act."
Tort claims acts often require you to act more quickly, often within one year from the injury, and to notify specific people about your injury, and your plan to sue. The rules may also limit the amount you can win in your lawsuit.
The name and address of the people involved.
A statement of how, where, and when the injury occurred.
A description of the injury.
A demand for specific damages such as a particular amount of money.
If you are represented by a lawyer, the lawyer's name, address, and telephone number.
When you file a claim letter, the Treasurer should investigate your claim, just like an insurance company would. The investigation may take some time. If you are running out of time to file your lawsuit under the statute of limitations, do not wait for the Treasurer's response.
If you do file a claim letter, the MTA should investigate your claim, just like an insurance company would. The investigation may take some time. If you are running out of time to file your lawsuit under the statute of limitations, do not wait for the MTA's response.
What happens if I win my lawsuit against the MTA? Unlike the State (under the MTCA) or a local government (under the LGTCA), if you win your lawsuit against the MTA, there is not a limit on the amount that the MTA may be required to pay to you under the MTATCA. However, there may be other limitations on the amount of damages you can receive; for example, a limitation on non-economic damages.
State employees can rarely be sued personally. There are exceptions. State employees can be sued personally for actions that do not take place as a part of their work for the State. They can also be sued personally, even for actions that take place as a part of their state work, if they act with "malice" or "gross negligence". Both malice and gross negligence have specific legal definitions, are rare, and are difficult to prove.
If one of these exceptions applies, and you sue the employee personally, then the state does not have to pay you. Rather, you will have to collect from the employee.
You can sue an employee of a county, city, or other local government when they injure you. The rules for this kind of lawsuit are found in the Local Government Tort Claims Act ("LGTCA").
If the employee's action takes place as part of their work for the local government, the local government may end up paying for the damages caused by the employee. Usually the local government will defend its employees and may pay the damages or settlement for them. However, if the employee acts with "malice" or "gross negligence," then the local government may not be responsible to pay any damages.
Baltimore City: to the City Solicitor.
Anne Arundel County, Baltimore County, Frederick County, Harford County, or Prince George's County: to the County Solicitor or County Attorney.
Other counties that are not mentioned above: to the County Commissioners or County Council of the defendant local government.
When you send a claim letter, the local government should investigate your claim, just like an insurance company would. The investigation may take some time. If you are running out of time to file your lawsuit under the statute of limitations, do not wait for the local government's response.
What happens if I win my lawsuit? If you win your lawsuit, there is a limit on the amount that you can collect. Under LGTCA, the local government cannot be held liable to any one person for more than $400,000, or in total for more than $800,000 for injuries arising from a single incident.
Q: Can a local government employee sue a fellow employee?
A: If the injury is payable under the Maryland Worker's Compensation Act, then an employee cannot sue a fellow employee for an injury or omission committed within the scope of employment.
A lawsuit is not the only solution. If the government's investigation reveals that the government is legally responsible for your injury, the government may choose to resolve the case without going to court, by approving the claim and either paying part or all of the claim, or sometimes negotiating or mediating a settlement. However, if this does not work, your next step may be a lawsuit.
Chaitra Gowda, Peiqi Huang, and Samin Peirovi, Practicing pursuant to Rule 16 of the Rules Governing Admission to the Bar of Maryland – University of Maryland Francis King Carey School of Law (Summer 2014); updated by Elizabeth Adams, Esq.
‹ Subpoenas: Do I need one, and how can I use one under Maryland law?


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Renee Eger Named Medical Director of Women's Primary Care Center
Renee Eger, MD, of Sharon, MA, has been named medical director for the Women's Primary Care Center of Women & Infants Hospital of Rhode Island, a Care New England Hospital. The Women's Primary Care Center (WPCC) offers a full array of health services for women of all ages, including primary and preventive health care for women of reproductive age, as well as obstetrical services and routine and specialty gynecologic services for women of all ages.
"Dr. Eger brings extensive clinical and administrative experience to the position as well as a passion for teaching and patient care. Her enthusiasm and vision for women's health and improving health care delivery will serve our patients and community well," said Maureen G. Phipps, MD, MPH, chief of obstetrics and gynecology at Women & Infants Hospital, executive chief of obstetrics and gynecology at Care New England, Chair and Chace-Joukowsky Professor in the Department of Obstetrics & Gynecology and assistant dean for teaching and research in women's health at The Warren Alpert Medical School of Brown University, and professor of epidemiology at the Brown University School of Public Health.
Dr. Eger has been serving the health care needs of the women of Rhode Island and southeastern Massachusetts for more than 20 years. A graduate of Brown University and Tufts University School of Medicine, Dr. Eger completed her residency at Women & Infants Hospital and is board certified by the American Board of Obstetrics and Gynecology. In 2013, she was certified by the Center of Excellence in Minimally Invasive Gynecology.
About Women & Infants Hospital
Women & Infants Hospital of Rhode Island, a Care New England hospital, is one of the nation's leading specialty hospitals for women and newborns. A major teaching affiliate of The Warren Alpert Medical School of Brown University for obstetrics, gynecology and newborn pediatrics, as well as a number of specialized programs in women's medicine, Women & Infants is the 9th largest stand-alone obstetrical service in the country and the largest in New England with approximately 8,500 deliveries per year. A Designated Baby-Friendly® USA hospital, U.S.News & World Report 2014-15 Best Children's Hospital in Neonatology and a 2014 Leapfrog Top Hospital, in 2009 Women & Infants opened what was at the time the country's largest, single-family room neonatal intensive care unit.
Women & Infants and Brown offer fellowship programs in gynecologic oncology, maternal-fetal medicine, urogynecology and reconstructive pelvic surgery, neonatal-perinatal medicine, pediatric and perinatal pathology, gynecologic pathology and cytopathology, and reproductive endocrinology and infertility. It is home to the nation's first mother-baby perinatal psychiatric partial hospital, as well as the nation's only fellowship program in obstetric medicine.
Women & Infants has been designated as a Breast Imaging Center of Excellence by the American College of Radiography; a Center of Excellence in Minimally Invasive Gynecology; a Center of Biomedical Research Excellence by the National Institutes of Health (NIH); and a Neonatal Resource Services Center of Excellence. It is one of the largest and most prestigious research facilities in high risk and normal obstetrics, gynecology and newborn pediatrics in the nation, and is a member of the National Cancer Institute's Gynecologic Oncology Group and the Pelvic Floor Disorders Network.
Amy Blustein
E: ablustein@carene.org
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