Published: Apr 12 at 5:12 a.m.
Updated: Apr 12 at 4:15 p.m.
"Investors find a lot of promise in Disney's offerings because it's well positioned to fight the likes of Netflix for consumers' money," said Clement Thibault, analyst at global financial markets platform Investing.com.
Shares of Disney jumped 10 percent to $128.26, adding $21 billion to the company's market capitalization of $209 billion on Thursday.
J.P. Morgan analysts also noted that Disney+'s interface appears similar to that of Netflix with personalization of user profiles, recommended content, search capabilities and parental controls.
Disney+ will launch on Nov. 12 in the United States, featuring content from a host of Disney brands including Marvel, Star Wars and Pixar as well as recently acquired Fox properties such as "The Simpsons" and National Geographic programming.
"It's still very early on, but the streaming war has officially begun. By fighting back with a competitive offering, Disney at least gives itself a chance to win in the streaming industry, rather than just losing user after user to other streaming services," Thibault said.


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Václav Šinágl (18. září 1928, Všeradice – 17. února 2016) byl československý hokejový útočník.

Hráčská kariéra
Reprezentoval Československo ve 4 zápasech v letech 1953-1954. V lize hrál během vojenské služby za ATK Praha (1950-1952) a dále za TJ Dynamo Karlovy Vary (1952-1956). V nejvyšší hokejové soutěži nastoupil v 55 utkáních a dal 57 gólů.

Odkazy

Reference

Externí odkazy
 Profil na Elite hockey Prospects
 Zemřela největší karlovarská hokejová legenda pan Václav Šinágl
 Průkopník karlovarského hokeje Václav Šinágl zůstal městu věrný, nikdy prý nelitoval

Českoslovenští lední hokejisté
Čeští lední hokejisté
Českoslovenští hokejoví útočníci
Hokejisté československé hokejové ligy
Hráči ATK Praha
Hráči HC Karlovy Vary
Českoslovenští hokejoví trenéři
Narození v roce 1928
Narození 18. září
Narození ve Všeradicích
Úmrtí v roce 2016
Úmrtí 17. února
Muži

redpajama_set_name: RedPajamaWikipedia


We are very excited to announce the launch of our brand new website.
We have been working behind the scenes over the past few months with Sussex based marketing and branding agency Buzzword Creative on the re-design of our new website. Not only have we got a new sparkling website, we have also been working on enhancing the current brand.
Although we will still be using our existing logo, with the help of Buzzword we have enhanced our brand bringing in coloured circles which will be able to be seen on our new brochure, website and even on our vans which we have wrapped in our new branding to match our new website.


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Graf symetryczny – graf skierowany taki, że jeżeli istnieje krawędź  to istnieje też krawędź

Graf asymetryczny ma własność: jeżeli istnieje krawędź  to nie istnieje krawędź

symetryczny


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furnish your life at walmart and sam's club Need Help?
Enjoy a modern living room that fits your style.
Enjoy a modern dining that fits your style.
Enjoy a modern office that fits your style.
Enjoy a modern bedroom that fits your style.
Assembly Manuals
Whalen LLC and Whalen Limited (collectively "Whalen" or "Whalen Furniture Manufacturing") are subsidiaries of the Living Style Group. This Privacy Statement applies to the collection, use and disclosure of information about you on Whalen website, http://www.Whalenstyle.com, our Brand websites, and social media platforms ("Website" or "Websites") and does not apply to third-party websites, apps accessible via hyperlinks from this Website, or other Living Style Group entities or websites. This Privacy Statement applies to personal information Whalen ("Whalen", "Whalen Furniture Manufacturing", "Us", or "We") obtains from and about individuals interacting with Whalen and our Websites. It does not apply to personal information about Whalen employees.
By using our Websites in any way, such as browsing or interacting, you signify that you agree to be bound by the terms of our current Privacy Statement as posted here. If you do not agree with this Privacy Statement, you should not use our Websites. Whalen may without prior notice update this Privacy Statement from time to time by posting a new version on this home page, with the date of last update noted. We encourage you to visit this area frequently to stay informed as your continued use of our Websites following the posting of changes to these terms means that you consent to such changes.
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Beauty Sleep Reversible King Quilt Set - 3pc.
This elegantly embroidered reversible 3 piece quilt set is made from a cotton and polyester blend that gives the feeling of touching 100% cotton. Comes packed beautifully in a zipper bag.


Here is a listing of free or cheap family friendly events coming up this weekend! If you know of an event I should add to the list, please leave a comment here or on the River Region Family Facebook page.
As always I recommend following the link for more information and calling ahead to confirm. Event information can sometimes change.


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Northport-East Northport Public Library Virtual Lecture:
The Jupiter Hammon Project and Joseph Lloyd Manor
Written by on in Past Events
In recognition of Black History Month, Northport-East Northport Public Library will host Preservation Director Sarah Kautz to discuss Preservation Long Island's continuing work on the Jupiter Hammon Project. Hammon, who lived as an enslaved person at Lloyd Manor, was a founder of African-American literature. His poem authored in 1760 was the first to be published by an African-American born in North America.
Date: Tuesday, February 15th, 2022
Cost: FREE (registration required)
This program will be presented as a Zoom meeting. Please register and include your email address. The zoom link will be emailed to all registrants at least one day prior to the program.
This program is co-sponsored by the public libraries in the Town of Huntington and is generously hosted by the Northport-East Northport Public Library
Advocacy Education Programs Endangered Places Historic Preservation Long Island Long Island African American Heritage Long Island History Long Island's African American Heritage Preservation Stewardship Suffolk County


Skip hire brings with it a very particular set of questions. The exact nature of skips means that there are a few different questions that people do routinely ask. These questions are often pretty relevant to the skip hire process, which is why we try and provide you with the answers that you need. With that in mind, we're going to be taking a look at some of the most common questions people have about skip hire.
What Kind Of Items Can I Put In A Skip?
This is one of the most common questions that we get asked. After all, knowing what you can put into a skip will make all the difference when it comes to whether or not they actually choose to hire out a skip or not. Thankfully, people will be pleased to know that you can put most things into a skip. All kinds of different things can be put into a skip and disposed of, which provides you with a high degree of flexibility. Just make sure to avoid things like asbestos and harmful materials and you'll be good to go in a lot of situations.
When considering the size of the skip that you need, there's a few different things that you'll need to take into consideration. Obviously, it'll vary massively depending upon the size and scale of what you need to throw away, but for the most part you're going to be looking at a small to medium sized skip. There's multiple shapes and sizes available for you to choose from, it is literally just a question of making sure that you pick the right one for your specific needs and requirements.
Overall, these are just a few of the most common questions which we get asked when it comes to skips and what to do. People usually have a fair few questions about the nature of skips and how they can in fact use them to their advantage but these remain some of the most common options. It's also worth noting that each different situation will require the use of an entirely different skip and set up. You should consider your situation carefully from start to finish in order to make sure that you're getting the right kind of skip for your needs, and also that you're not wasting money on a skip which is too large.
For more information on what you can or cannot skip, please contact WasteBusters Skip Hire today!


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Home / History / The History of "Soviet Sparkling Wine"
The History of "Soviet Sparkling Wine"
It is well known that the birthplace of Champagne is France, or, more precisely, the province of Champagne. It is there, that in the middle of the XVII century, the first sparkling wine was produced.
However, the first mentions of sparkling wines in Russia also date back to the middle of the XVII century. The first sparkling wine in Russia was produced in the Don region's Cossack villages of Tsimlyansk and Kumshtatsk. The weather conditions in these villages were found to be similar to those of the Champagne region. We can find mentions of the Tsimlyansk wine in national Russian history. This drink was the favorite wine of Count Matvei Ivanovich Platov, the legendary hero of the war of 1812, who always carried with him a few casks of Tsimlyansk wine. Great general Kutuzov enjoyed celebrating the victories over Napoleon with Tsimlyansk wine. After the war, this wine became ever more popular. Of course, Russian winemakers did not possess the know-how of their French counterparts. Unfortunately, their folksy experience left unnoticed during that time and was never recorded.
The first official mentions of Russian sparkling wine date to 1799. There, in the city of Sudak in Crimea, the first experiments took place in sparkling wine production. Mass production of Crimean sparkling wines started only 10 years later. However, in the pursuit of profits, the owner of the plant, the merchant Krich, began gluing labels of his wines on top of French labels of Champagne from Roederer, thus tarnishing the reputation of the entire national winemaking. After this incident, the emperor ordered to shut down production.
The situation was recovered by another plant in south Crimea, in the village of Ai-Danil near the town of Gurzuf, owned by Count Mikhail Vorontsov. According to reviews, survived until our time, the wine produced there was no worse than its French counterpart. However, during the Crimean War of 1853-1856, the French and the British cut down all the vineyards and destroyed documents with the secrets of production, along with the equipment.
A few years later, Russian sparkling wine saw its revival at the hands of Prince Lev Golitsyn. In 1900 at the World Fair in Paris, an unprecedented event for Russian winemaking took place. It is then that the "Golitsyn Champagne" made a splash, defeating all the French entries to claim the internationally coveted 'Grand Prix de Champagne' as the world's best champagne. How great was the surprise when during the announcement of the winner, the winning bottle carried the name "Novy Svet, Plant of Prince Golitsyn". This is why Prince Lev Golitsyn is considered the father of Russian sparkling wine.
When the Russian Revolution came in 1917, Golitsyn's cellars were sealed off and the French specialists returned to France, taking all documentation with them. The country was dominated by hunger and devastation as the alcohol prohibition law came into effect. In 1924, the government set a challenge for domestic wine producers: to make sparkling wine available to the masses.
The implementation was led by a well-known chemist and champagne-maker – Prince Golitsyn's best student – Anton Mikhailovich Frolov-Bagreev (1877-1953), who had spent most of his life developing first Russian, then Soviet winemaking. Frolov–Bagreev is indeed considered the father of "Soviet Sparkling Wine".
According to the rules of production of French Champagne, its aging time must be at least 15 months. This clearly did not fit into the objectives of mass production, significantly raising the cost of the drink. Following a great deal of testing and experimentation, Anton Mikhailovich created a device for sparkling wine production that reduced the ripening time of sparkling wine to as little as 3 weeks.
The "Soviet Sparkling Wine" trademark was developed by the National Economy Council in 1928. In 1936, through the personal involvement of Joseph Stalin, a resolution passed ordering to build plants in order to start "Soviet Sparkling Wine" production in the major cities of the USSR. In 1937, the first bottle of "Soviet Sparkling Wine" came off the conveyor belt, produced according to the Frolov–Bagreev method. From that moment, champagnization of the entire country began with a rapid pace. The results were impressive: in 1940, among 30 plants, a total of 249 million bottles of sparkling wine were produced. In 1942, Frolov–Bagreev received the Stalin Prize.
After the end of the war, the question of modernizing the "Soviet Sparkling Wine" production technology remained open. In 1954, "Soviet Sparkling Wine" production began through the continuous flow method, which had been suggested by professor Georgy Gerasimovich Agabalyanc in collaboration with his colleagues. This innovation reduced the price of each bottle of wine by 20% and increased the quality of the drink. It became more foamy and bubbly and its resistance to cloudiness increased as well. For the scientific design and implementation of the continuous flow method in production of sparkling wines with process flow automation, G.G. Agabalyanc, A.A. Merjanian and S.A. Brusilovsky received the Lenin Award in 1961.
Today, the production capacities only among the plants in Russia, can reach up to 220 million bottles of sparkling wine annually, of which over 3 million bottles are produced according to the traditional method.
The "Soviet Sparkling Wine" trademark
According to the terms of the Madrid Treaty of 1891, producers of three European countries and other regions of the world, who had signed the treaty, were not eligible to label their wines as "Champagne". The exclusive right to use that name belongs to the French province of Champagne (regulated by the Treaty of Versailles, signed at the end of the First World War).
Sparkling wines are produced all around the world and in each country, they have their own common name: "Cava" in Spain, "Sekt" in Germany, "Spumante" in Italy, "Cap Classique" in South Africa, the Muscat sparkling wine of the south-eastern Italian region of Piedmont is called "Asti".
According to Russian-French agreements, Russia is allowed to produce wine labeled as "Soviet Champagne" and "Russian Champagne" only for its domestic market. In 1969, the "Soviet Sparkling Wine" trademark was registered, under which Soviet Sparkling Wine is exported to the West.
The "Soviet Sparkling Wine" name itself can only exist in the Russian language, as international winemaking regulations prohibit writing this name in Latin characters.
If you are interested in purchasing Soviet Sparkling Wine in Canada, please fill out the form with your information. Our representative will contact you soon.
* Minimum order – 1 case. Each case contains 12 bottles of sparkling wine.
We received your message and we will get back to you as soon as possible.
 Thank You!
info@caalcodistributors.ca


Gutters that are usually neglected carry heavy debris which have been accumulated over time. Evidently, debris increases the weight of the water by more than 250 pounds, damaging the angle of the gutter (known as the gutter's 'pitch'). In most cases, excessive weight erodes the pitch area, which in turn pumps back the standing water, eventually, leading to overflow of water pipes at home. This may also possibly flood your basement. VA Window Cleaning's gutter cleaning service offers removal of all the trash and debris from your gutters to keep the water flowing to where it needs to go.
Similarly, dirty black stains on your gutters are an eyesore to any home. Leaving these stains untreated will result in replacement of all your gutters in due course of time which will amount to thousands of dollars in replacement.
By using our special chemicals, we can clean and brighten your gutters back to a brand new one, saving your money. Call VA Window Cleaning gutter brightening service today for a free estimate.
Click Here To Request A Quote Today!!!


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Q: Weierstrass M Test and Analytic Functions I have studied how to solve some PDEs using Fourier's Method. But, I'd like to know why don't we just use Taylor Series to solve these. After a little research, I found two interesting results: 1st) Uniform convergence Vs. Pointwise Convergence, which I understood fairly fine; 2nd) Cauchy-Kowaleski Theorem, which I could not.
My attempt to solve, generally, DEs (via Taylor Series) seems to be wrong according to the 1st topic. That's because I can only ensure pointwise convergence. Here's what I have been doing so far: I substitute every function into its Taylor Series form. Then, I conclude it will converge if:
$$\lim_{n \to \infty} \left| \frac{f^{(n+1)}(z_0)}{f^{(n)}(z_0)} \right| \leq M \in \mathbb{R}_+\tag{1}\label{1}  $$
In order to achieve \eqref{1}, I rewrite $f$ into its Taylor Series form and then apply the ratio test. However, as it seems, it will ensure pointwise convergence which it's not sufficient.
So, my question is: May we use Weierstrass M-Test to check whether or not the Taylor Series will converge uniformly? If so, how should I proceed with the computations? Let's assume all functions $f$ are complex analytic in their open and simply connected domains.
How am I able to find every $M_n$ (https://en.wikipedia.org/wiki/Weierstrass_M-test) ?
Any help and recommendations are welcome. Thanks

A: Power series don't converge uniformly on their disc of convergence. But they do so locally, meaning that they converge uniformly on every compact subset of their disc of convergence. The Weierstraß-M-test can be used to prove this.
First notice that every compact subset of a disc centered at $z_0$ is contained in a compact disc also centered at $z_0$. So it's sufficient to show uniform convergence on compact discs $K_r(z_0)$ with radius $r$ smaller than the radius of convergence $R$. On such a disc we have
$$\vert a_k(z-z_0)^k\vert=\vert a_k\vert\vert z-z_0\vert^k\leq\vert a_k\vert r^k,$$
and the series with these terms is known to converge because the original power series converges absolutely. Now we can apply the test to show uniform convergence on the compact disc. But it won't generally converge on the entire disc of convergence. For instance, the series expansion of the exponential function doesn't. Neither does the series expansion of $\frac{1}{1-x}$ at $0$.

A: What I think you're missing is the definition of the radius of convergence.

*

*A power series $\sum_{n=0}^\infty a_n z^n $ converges absolutely and pointwise for $|z|<R$, where $R$ is the radius of convergence, defined by
$$ \frac1R \overset{\triangle}= \limsup_{n\to\infty} |a_n|^{1/n}.$$
Indeed, for each $z$ such that $|z|<R$, we have $|z|/R<1$, so we can use the geometric series formula as follows:
$$ \sum_{n=0}^\infty |a_n z^n| = \sum_{n=0}^\infty (|a_n|^{1/n} |z|)^n \le  \sum_{n=0}^\infty \left (\frac1R|z|\right)^n = \frac1{1-|z|/R} < \infty. $$

*Once you know that it converges on some open ball $|z|<R$, you can check that  for each $\epsilon>0$, it converges uniformly on the set $\{z:|z|<R-\epsilon\}$. This is by the Weierstrass M test:
$$ |a_n z^n| \le \left(\frac1R|z|\right)^n \le \left(\frac{R-\epsilon}R\right)^n =: M_n $$
since $\sum_{n=0}^\infty M_n < \infty$ (again, geometric series), $\sum_{n=0}^\infty a_n z^n$ converges absolutely and uniformly.

redpajama_set_name: RedPajamaStackExchange


The Reading Group has changed. From March 1st we will meet at 7.30pm on the first Tuesday of every month at 6 Station Road. We have been able to access a wider range of books to read so if you enjoy reading, and fancy coming along to join us, you would be very welcome.
Look forward to hearing from you. Linda Richmond.


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Wiser Retail Strategies
Understand how shoppers interact with your brand.
How To Use Online
Build and optimize pricing strategies for your product catalog to set the best prices.
Market Awareness
Maintain a competitive edge to other retailers with holistic marketplace intelligence.
Beat your competition with eCommerce visibility.
How To Use In-Store
Shopper Insights
Visualize shopper insights to build a better experience for your retail customers.
Shelf Intelligence
Gain store-level intelligence to improve your brand's shelf health.
Store Operation
Capture the complete picture of your stores' performance.
Retail Execution
Prioritize retail execution to increase your brand's revenue.
Digital Shelf Intelligence
Five KPIs to help grow and support your brand.
Powerful engine to perfect retailers' pricing automation.
MAP Monitoring
Comprehensive monitoring and intelligence for your MAP policies.
MAP Enforcement
MAP enforcement and workflow automation to help you manage violations.
Promotions Intelligence
Identify the type, frequency, and depth of print and digital promotions.
Configurable widget to connect your shoppers to in-stock products.
Price Intelligence
Actionable pricing data for retailers to make timely pricing decisions.
eCommerce marketplace insights to inform decision-making.
Live Price Check
On demand marketplace data to understand competitive positioning.
In-Store Products
Actionable insights into physical stores at scale.
Retail Execution Management
Sales and workflow optimization for field teams and merchandisers.
Why Wiser
Why choose Wiser Solutions? Everything we do is built upon data quality, time to value, global scale, and our Commerce Execution Suite.
Why work for Wiser Solutions? We put our people first with competitive compensation, job security, growth opportunities, and projects that test your skills and creativity.
Your Guide to Build—and Win—a Perfect Digital Shelf
How can your digital shelf sell more products? Here's your guide on how to build product display pages that convert browsers into customers.
Commerce Execution is the Key to Success
Wiser and Frost & Sullivan have partnered to explore how commerce execution can support your retail strategies.
Grow With Wiser
Explore a variety of topics for brands and retailers or take a break from the daily grind with some light reading.
Grow your knowledge of commerce execution with these resources, from case studies and whitepapers to infographics and webinars.
Customer? These are the guides you're looking for on how to install, set up, and use Wiser.
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[Webinar] The Super Coffee Story: Unlocking Field Team Success and Retail Sales Execution
by Matt Ellsworth
How does your brand look inside brick-and-mortar stores? Are your displays and promotions set up properly? Did your products actually make it to the shelf? Are your field teams focusing on the efforts that will impact your bottom line?
We have answers in this webinar, held on August 5, 2021, and hosted by the Category Management Association. Listen in to hear from Dan Ray, Customer Success at Wiser, and Jordan DeCicco, founder and COO at Super Coffee, as they cover how Super Coffee approaches field team management and retail sales execution.
We have the recording of the webinar below. Or, keep reading for a written transcript of the entire conversation between Dan and Jordan. As always, contact us if you have any questions related to the topics covered in this webinar.
Wiser Solutions and Super Coffee Webinar
Jackie Lewis: Hello, everyone, and welcome to the CMA and SIMA weekly webinar series. I'm Jackie Lewis, Content Director here at the CMA and I'm going to be your host for today. And today, our member Wiser Solutions is joined by Kitu Life to discuss Super Coffee's approach to retail sales execution, field team management, and its growth from Shark Tank to a national brand.
From Wiser today, we have Dan Ray, Customer Success Manager who has years of experience in retail execution management and works closely with Wiser customers to help them improve and grow their in-store businesses.
From Kitu Life, we have Jordan DeCicco, one of the three founding brothers behind Super Coffee and currently COO alongside brothers, Jim and Jake. So, welcome, guys. Thanks for being here.
Dan Ray: Thank you.
Jordan DeCicco: Thanks, Jackie, for having me on.
Jackie: Yeah. So, we should have ample time for audience questions at the end. Unfortunately, Jordan will have to drop off a little sooner than that, so if you do have a question for him, please feel free to enter that in the chat box in the upper right-hand corner of your screen at any point during the presentation and I'll go ahead and jump in as it makes sense just to make sure we're making the most out of our time with both Jordan and Dan here.
And then finally, we will be recording the presentation today, so don't worry if you miss something. We will be sending it out to all those that registered over the next day or so, posting in our resource library, and following up on any of the questions that we don't get a chance to answer live.
So welcome, again, Dan, and Jordan. And with that out of the way, the floor is all yours.
The Super Coffee Story
Dan: Awesome. Thank you, Jackie. So, Jordan, you're at college, you want to give maybe a little … for those that haven't heard it yet, give a little background. You're at college, you create this organic coffee with less sugar, healthy ingredients. Apparently, your friends and colleagues love it, so you get your brothers involved and you start selling it, right? You get invited to Shark Tank, leave without a deal, and yet still take off. Now you're in over 40, 000 accounts with over 100 million bottles sold.
So, looking back at all of that, there's obviously a lot to be proud of, what would you say you're most proud of when thinking back on your journey from sitting in your dorm room making coffee to where you are today?
Jordan: That's a tough one for us. Every time we reflect, we get emotional about the story. But I do want to clarify, early on, nobody loved the product out of the dorm room that I was making, so it took a while to improve that for sure, and we got similar feedback on Shark Tank too, which I'm sure we'll talk more about. But I think for us, the thing that we're most proud of is building a team and a culture that has authentic values, a meaningful mission and purpose that we stay true to, and we do everything around that.
All of our products are informed by our purpose and values, all of our teammates, and it's a really fun place to live, work, and spend a lot of time in this organization. And if the three of us weren't part of it anymore, we honestly feel the company would still continue to do well with some of the leaders that we have in place and the team that we have in place. And I think that's real success for our startup, coming from a dorm room, is when you don't have to rely on the founders any more, and we think we're almost there. But the organization that we're creating, the team that we're building is the best part about this right now.
The products are great, they make a meaningful impact on people's lives, but the team is everything to us right now.
Dan: Awesome. That's great. So, talking about Shark Tank, looking back on it, are you glad you went on it?
Jordan: Oh, absolutely. Shark Tank was amazing in so many respects, but I think that the key thing when we were making that decision at the time, we were so focused on growing the brand and we were really out building it every single day, so there was a lot of time in the trade.
But when we thought about it, it was like, " Look, best-case scenario, obviously, they love the product, we get a deal and things go well with it, but worst-case scenario is they hate the product and eight million people still watch it, so we need them to like us, like the purpose and understand what we're trying to do." And that's exactly what happened.
The Sharks didn't enjoy the product, we didn't get a deal, but eight million people, and maybe not everyone but a lot of people resonated with the brand, the story, the passion that we brought up there, and that translated into retail sales. Our buyers, our distributors love the fact that we were on the show and had some awareness and had a cool story, and when we were in stores doing sampling, we would have people come up to us and take pictures with us like, " Hey, we saw you on Shark Tank," and that carried over quite a bit, and we still use it and talk about it today.
We're still the coffee brand that was on Shark Tank and that does add some value for us. We try to get away from it sometimes, but it's a big part of our brand and our story that we love.
Building a Strong Culture
Dan: Awesome. So, let's talk about culture for a bit. One thing I noticed right away as I was onboarding and working with your team, everyone was high energy, constant positivity, you have that throughout the team, that let's go mentality, and not just with you, it truly was whether I was talking to a manager, or a data analyst, or a field rep out in the stores, they all had that just positive, high energy, that was contagious.
What do you contribute to your strong culture that you've built and how would you say that has impacted your success out in stores?
Jordan: Yeah. So, I think we should define culture too, or how at least we define it and think about it. And we honestly think about it as the collective personality of the entire organization, right, and everybody on the team contributes to that collective personality.
So, when you think about it that way, you have to be, one, really clear about what you want to be as a company, what personality you want to be or have, and usually driven by a specific set of values, which we'll talk about, and then that can inform your hiring decisions, right? And it really does start with hiring and bringing people on who fit that mold in terms of the values that you're looking for and what you're trying to create in terms of team culture and atmosphere.
So, I attribute a lot of it to great hiring and then making sure that once people are on board, they have an amazing experience, we're holding them accountable, they're holding us accountable to the values and the purpose and the mission. And that creates a really fun and exciting culture. And I honestly think, Dan, our culture has been our biggest competitive advantage. It's not the product, it's the people on the team and how we work together and what we're working towards. So, I would say it's our biggest advantage right now.
Dan: Yeah, and I'd agree with that. Talking to the team, just high engagement all around, doesn't matter who we're talking with. Someone described to me once that culture is always changing whether you want it or not. And I like your definition, it's the collective personality of everyone. So, you talk about hiring is a big part of making sure you hire people that fit that culture.
What happens when you bring someone on and realize they don't fit the culture, maybe whether it be through low performance or just overall not fitting the personality that you're wanting to have portrayed throughout the team? How do you handle that? How do you recognize it and then how do you handle it?
Jordan: Yeah, that's a great question. And, again, back to hiring, we try, right, we try really hard to make sure that doesn't happen. And so it does start with hiring, but obviously, we're not perfect. And that does happen, especially when you're hiring quickly and scaling fast the way we've tried to the past few years. But we train and coach up a lot of our managers and leaders within the organization, and the number one thing that we speak about is giving candid feedback early and often, great performance or poor performance.
You have to be really clear and specific and use data. I know we're going to talk a lot about data, but use the data to support the feedback that you're giving. And you should start your feedback sessions with, "Here's what I'm seeing from you, here's how that makes me feel, and here's what I want you to do." And really be clear about the expectations.
And if our managers and leaders are transparent and honest and having those conversations early and often, then it becomes pretty easy to manage because they can find the underperformers or the bad behavior, have those candid conversations, and if there is an improvement, then we have the mindset of we have to move on quickly and hopefully go out and upgrade, so bring somebody back on.
But what did we learn from that experience, right? What went wrong in the hiring process? What did we do wrong? We're not blaming the candidate or the employee, it wasn't a culture fit, so that's a mistake on our part because we let them into the culture. So, if we move on from that person, how can we learn from that and then bring somebody in who will add to the culture, and then again, when it comes to hiring too, going forward.
We always try to bring people on, again, who have great values, fit the culture, but also add another level or the next level of skills to the organization too because great people love working with other great people, it attracts more talent, and it keeps feeding that culture of performance.
Dan: Yeah. And I really like how you're constantly looking inward when an employee doesn't fit that or is a low performer, whatever, you're not blaming it on them, you're looking inward. "What did we do to either find the wrong person or not get them and support them to be a high performer?" And if that means parting ways, that's probably better for both sides, if it just doesn't fit.
Jordan: Yeah, 100 percent, Dan. And the last thing I'll add there too on looking inward is not only on the hiring process, but also, are we setting them up for success in the role, right? Do they have the tools that they need? Were they properly coached up on shelf space out of the gate or did we leave them out to dry?
So, how do we set this person up to succeed in their role across the board is something that we look at too, and then again, ultimately, those candid conversations sometimes can be seen as tough, but to your point, it's the right thing to do, it's respectful, it's honest to have those conversations with employees to make sure that it is the right fit.
And if it's not, again, it's the right thing to let them leave the organization because it's not a good fit. So, you're not doing them a favor by not giving them the feedback or by keeping them in the organization.
Retail Sales and Execution Management
Dan: Yeah. Awesome. So, let's actually switch gears to retail sales and execution, and when we say retail sales and execution, that's including sales starting from the headquarter account, meeting with the buyers all the way down to the shelf.
Can you talk to us a little bit about what has made your team successful? What tools, when you talk about equipping your team, making sure they're set up for success, or whether that be from a training perspective, or what have you. Obviously, we know Wiser Retail Sales and Execution management is a part of that, for those that are unfamiliar. Shelvspace. When Jordan and Super Coffee first joined on, it was called Shelvspace, we've merged with Wiser.
So, we know that you use that, but specifically, what within that is what you would say maybe a must-have, and any other tools that your team finds valuable as you're selling and executing at retail?
Jordan: Yeah. And I think it's important to understand our philosophy too and just how we think about the business that we're in.
We like to say like we try to flip the org chart upside down and really build our business from the bottom up. So, from day one, we've always put extreme focus and amount of resources and time and attention to supporting, in the field at the individual account level, because that's where the flywheel really turns, right? So, instead of trying to build from the top down with impeccable key account management resources, we try to build and put more resources in the bottom up.
And we think that the key account management actually becomes a lot easier if you have extraordinary execution at the account level. I think a lot of brands focus on the key account management maybe a little bit too much, they do a great job of getting products in front of buyers and in stores, but then they don't really have a plan to help get that product off the shelf. So, that's how we think about it. And then in terms of the tools and the resources, there's not really a harder job than field sales in the beverage industry. It's so competitive.
You're going up against titans every single day, and we'll talk about our team's focus is out there versus say a Coke or a Pepsi reps, focus on the difference there. So, we have to provide them with clear expectations and then ways to measure that. So, the dashboards that Wiser provides too and easy ways to measure their output and give them feedback on that, right? If we didn't have that, it'd be really hard, right?
Because the feedback conversations start with data, and we need a lot of data. So, we're looking constantly. We purchase a lot of data as well from all the syndicated sources, a lot of panel data as well to understand our customers a little bit more, and then all the internal data that we're using in terms of the tools and the tracking systems.
Another thing too, Dan, that we strive to do actually is really preach financial literacy, and all of our financial reporting gets shared out to the entire company on a monthly basis, and we talk about it openly because we want them to see the impact of their work and the trade every single day and how it's adding to the health of the business, or if we have a bad month, "Hey, here's where we overspent or underperformed and where we need to improve," and people really take ownership of that and respect that and make improvements based on that. But again, we put a lot of time and energy into coaching up our field teams, a lot of time into recruiting.
We have over 70 field reps full-time and then about 100 part-time, and they're in stores every single day with our distributors every single day and creating beautiful pieces of work like you see here.
Dan: Yeah. Well, when you talk about that feedback and setting up your team for success and making sure they understand the impact, one thing I've noticed from the team is how well you've utilized those when you talk about key indicators and bring that back. I stole a few screenshots from your platform within Wiser. This is one of the leaderboards which a lot of brands have really taken on, and especially your team, this is just a way to track whether or not you're on pace.
And I look in and month after month, your team is always well exceeding their goal. And I see how you've focused your team to always be looking at this, where every day they can see if it's red, they're not on pace to hit their goal, if it's green, whether that be on day one or halfway through the period or whatever, so they always know where they're at. I've seen that constantly talked about and referred to in the team.
When you talk about different indicators, this is one of your team performance dashboards that I see the team always referring to as well, and just making sure that you're able to roll up as a company what your key indicators are, see trending, see staff ranks, and just providing that feedback on a constant basis.
So, Jordan, I know you've got a flight so worst thing is I make you miss your flight that got kind of moved around. So, the moment you got to go, just let me know. But looking at some of the key indicators, what would you say are the most important. We got several different screens, and I see that every now and then it'll change a bit, you got the leaderboard, you got your team performance, you've got your photos, you've got this report that gets sent out to the team. There's a lot of indicators that people can use.
What would you say are the most important key indicators for your field team that you pay attention to?
Key Indicators for Field Teams
Jordan: Yeah. I mean, this tool is incredible for us. I mean, these are all of our leading indicators, which are our pride and joy, and field sales are leading indicators, and then the financial results are obviously the lagging indicators. For us, we look at, obviously, quantity of visits too. We do want to make sure we have a lot of accounts, we got to be seeing them, especially the top tier accounts that we classify as priority A. And then additionally, quality is there too, and we measure quality by all the metrics that you see here.
So, orders, cases ordered, displays are a big part, right? We need to stand out in stores. We don't have multimillion-dollar marketing budgets yet. And then additionally, cooler placements as well, obviously, huge for beverage. We like to say cold is sold. And you'll see a lot of Coke, Pepsi coolers at the front of store, and we need to compete with those guys, so we do our best there. And then again, programming, to your point. We try to be dynamic too. While these six are definitely cooler at all times, we can tie in incentives or other programming metrics as well.
Say if we had a running at Target for a month, we can put that in and track that and make sure we're executing against it, and the images here, obviously, that tie to that, again, our verification that things are going well and looking good, and we can also help enforce or guide merchandising standards too. So, if we are building 100 case display, we can actually make sure that it's merchandised correctly in a way that drives the most value or it's in the right part of the store.
So, we're able to give those guardrails and guidance to the team in real-time too, which is great. And we get a report that comes out every day with this information, and then obviously, the teams that have been there during the day. So, all of these I would say are the core six, but then there's other things that we can tie in if we're running specific programs or incentives as well.
Dan: Yeah. If you look across the board, you've got a mix of … you've got just straight efforts for, right? Which is just simply, how many store visits did you do? That's just straight effort. You don't even have to be very good and you can at least do that. And the rest of it is all, "How am I impacting, as a rep, the finances?" And that's going to be through placing, and pre-orders, and cases ordered, and the setting up displays. I'm seeing a lot less of like, " How much time did you spend in-store?
When did you start your day? When did you end your day? And more on, "How did you impact the brand at each store that you visit?" The last thing that I'll just point out, you mentioned the automation and the real-time data and using that. This is a report that I see gets sent out to the entire team every day. And then you talk about the data.
We're starting to actually integrate distribution data from your distributors and having that visible both on web and on mobile. What's your key takeaway of, what's your vision of using store-level data as part of the sales process?
Jordan: Yeah. I mean, our store level data is really sacred to us, and how we spend our time and energy and how we think about hiring and just looking at opportunities for the business in general too. I mean, if you want to compare, obviously, SKU performance, you can understand what SKUs you're doing well and how you're maximizing your profit in each store and by SKU or category, right? We play in multiple categories now too and it's easy to do a quick analysis in terms of which one is more profitable or driving more for us. But it also allows us to tell a story to the retailer, because usually, we're performing in the top 10 to 15 percent of all SKUs, but we don't have a lot of SKUs on the shelf.
So, our goal is obviously to convince the retailer to get us more SKUs in the store, so we need to go in and tell a really clear story of how we're performing by SKU, by store. And again, it starts here, and then, again, if we're doing our jobs here, it'll scale up, we'll see a report in the IRI data four weeks later. So it's really clear or really important that we're clear about how we're tracking it on a daily basis with our internal teams and our distributors, because our distributors we're sharing these reports with as well, holding them accountable.
Because if weren't performing well here and we're seeing the growth up into the right at the store level, we know it'll show up in the IRI data, we could paint a really clear story at our next key account or category review with our buyers. So, it's all connected, but again, flip the work chart upside down, starts inventory and how you're performing and executing every day, that'll jumpstart the flywheel, you'll retain customers, that way, hopefully, the product's great, and then again, you'll hopefully earn more space in the store at the next category review, and then you can kind of repeat that cycle.
So, leading up to category reviews, you're bringing in more and more, you're capturing more data and more share in the store, and hopefully, the buyers are rewarding you and your team for the work that's gone in at the field level.
Dan: Awesome. How are we looking at time with your flight? Is there a delay or do you need to go?
Jordan: I think I got to jump now, unfortunately. I wish we could do this all day. These are really fun conversations, but again, if there's any questions, follow-ups, things like that, happy to answer via email. I'm jordan@kitulife.com, so feel free to reach out. And Dan, if there's anything on your end that you want to follow up with, just let me know.
Dan: Yeah. Awesome. Thank you, Jordan. We'll let you go. I really appreciate the time.
Jordan: Cool. Thanks, guys. Have a great day, everybody. Have a great weekend.
Jackie: Thanks, Jordan.
Dan: For everyone else, Jordan has agreed if we want to ask any questions to him directly that he's going to be willing to answer those after. We're going to send that to him. So, I'll turn it over to Jackie to just open Q&A, there's also some thoughts that we have to just kind of wrap up, key takeaways. But were there any questions that came up during, Jackie, that we want to pose?
Jackie: Nope. So, we don't have any questions in the queue right now, but yeah, just like Dan said, please enter them. Even if you do have some for Jordan, I know he dropped, but we can get those over to him and get those answered for you offline. So, I did want to reiterate that. And I'll be on and stay on here in case there's other questions that get submitted. How's that sound?
Key Takeaways from Jordan
Dan: Yeah, perfect. So, feel free to jump in. There's a few, probably five to 10 minutes just thoughts as talking to Jordan, and in general, talking to several other … we work with some amazing brands, we work with distributors, brokers, retailers themselves and boiling all that up of, what are the best practices? What are the differences between the companies that are excelling at retail sales and execution and the ones that aren't?
So, specifically to the takeaways from our conversation with Jordan, empower your company with a strong culture. Startups shouldn't rely on the founders forever. I really liked how he said, "We have built this, our goal is always to build this so if we leave, it's going to run just fine without us."
Set clear expectations with field teams by using data. Don't send them into the field without support. We're seeing those leaderboards and the automated reports that get sent out on a daily, weekly basis. There's just constant feedback being had throughout the company about what is being accomplished, and it's almost always used in a positive nature. It's not about a big brother, it's about celebrating the wins that Kitu is doing out in the field.
And then grow your teams by leading by example. Poor management can break even the strongest field teams. And he talked about looking inward. He's not blaming the field team and sales teams when they're low performing, he's looking at, "What did we do to fail them?" So, when you look at that retail sales and execution at a high level, the biggest difference that I've seen between the two really comes twofold.
One is, how they think about retail sales and execution. A lot of companies think of retail execution as kind of like monitoring and compliance, it's the last part of the process, it's kind of like the necessary evil. They don't really want to spend much money until they have to, it's an afterthought, versus the companies that we see excel and win that battle of the shelf, that's where the rubber meets the road, they can spend all this investment upfront, but if they don't make sure it hits the shelf, then literally all of that is for naught.
It's those that use retail sales and execution as their strategic advantage, as their competitive advantage. So, how do you get there? The second part of that is the way they approach retail sales and execution. So, one side, it's how they view it and prioritize it and infuse it in every part of the process so it's not at the end of the thing, it's throughout the process, from forecasting to getting your trade budget, to selling out at the key account, to getting with your distributors and brokers, all the way to programs with the retailers and getting on the shelf.
So, the second part of that is, how do they approach this? One of the biggest pitfalls that companies I see make is they turn retail execution into a one-off running around. I talked to CPG sales executives when they first come on with Shelvspace and Wiser is at first they feel like this on the left, where it's just them at the center of chaos. One executive told me, he felt like they're constantly running around like a chicken with its head cut off.
That was a very graphic way to describe it. That's how we felt. But when we boil all this up, we find that there's actually a method to the madness. It's not always chaos, even though it may feel like that, and there's a lot of different ways you could break it out, but here's one way to look at it.
It's really analyzing what you have and the data that you have, creating a plan, executing, and reporting back on that execution. So, what we try and help customers do is take them from this approach where it just feels like everything's a fire drill and there are these one-off initiatives that aren't getting done, to what is a systematic and proactive approach to retail sales and execution?
Because the fact of the matter is, you're never going to be 100 percent ever with retail execution. And so, if you're treating everything the same, if you don't have a systematic approach, it literally is like you're chasing your tail and there's just no end to it. Versus, do you have a way to properly prioritize what is most important, what is the biggest impact as far as your execution? Do you know what your execution is? Even just knowing what your execution is holistically can be difficult to answer, then knowing what to do about it and actually prioritizing and doing it, that's the systematic approach that we talk about.
So, if there are 100 problems out in the field, or more likely 100,000, you know the 1,000 that is going to impact the business most and the other 99,000, you're ignoring, because if you try and solve everything, you're never going to get the ROI out of retail execution that you're looking for.
So one last thought. We love to end early. Again, we'll open it up for Q& A, but one last thought here. One of the things that we do and take our customers through is, what we have gathered from our customers, we really follow the lead of the brands that we work with, because we work with some amazing category leaders, and blowing that up of what is the best-in-class retail sales and execution. And we've created kind of this measurement stick where we look at … really, what it comes down to is automation and data intelligence.
How do we automate workflows and infuse store-level data intelligence throughout the process? And so we have this measuring stick that we can grade each one of our customers and show them where they are at today and where they can make adjustments to get to more automation, more data intelligence. I loved when Jordan talked about, he talked about category reports. He says that plays a big role, but that alone doesn't tell the whole story. That can tell you where you are in ranking, but how do you get from five to two?
What stores do you need to go after? And that's where he talked about, he starts with the store-level data. So, he talked about store-level data at shipping, distribution data, depletion reports, scan data reports, down to the store, down to the product, it's audits and pictures, how to aggregate all of that to get the picture of where you are and where you need to go.
So, we take this approach of starting with basic information capturing to them prioritizing setting goals, then getting and activating a store-level data, and then getting to a point of full automation and predictive retail execution, and we do that across three functional areas, again, in terms of retail sales and execution.
One is the retail field teams, one is at the retail headquarter and distributor level, and then the third is how you're leveraging your third-party teams. You can't just rely on your own team, right? You got to work with the brokers and with the distributors and the retailers. How are you incorporating that and collaborating with the third-party merchandisers, crowdsourcing? All of that falls into this third-party team, how are you leveraging that to supplement your own sales team?
So, I won't go through all these in detail, but just you can kind of see we take each one of those functional areas, we show you from that plan, execute, and report and analyze the process that we saw earlier, that systematic approach, would kind of show you what we see, what is best practices, add that conversation of where you are today versus where you want to be.
Like I said, it's not about getting everybody to 100 percent in every functional area, it's about identifying what part is going to have the greatest growth so that you can go through and move from needle A, starting point, to two, and then two to three, that crawl, walk, run approach to getting to that systematic approach.
Closing Q&A
Jackie: And there was a good question that came in that ties on to this slide actually around how does distributors, brokers, and brands use the data differently? So, do they access the same kind of toolkits, or do they have their own solution built for them within the platform, or how do they all think about using it?
Dan: Yeah. It's a great question. At the end of the day, there's each player in the industry. You've got the manufacturer or supplier of a brand making the product and selling it, you've got brokers that are focused on selling it, some of them will also do retail merchandising, you've got dedicated merchandising teams, you've got distributors delivering the product and all the different DSD models, broadline distribution, then you've got the retailers, all of them have differences and what their focuses are, but they also have similarities, and at the end of the day, everyone wants the best products to be promoted and executed at the shelf that consumers most want.
When that happens, everyone wins. At the base level, there's some level of it doesn't matter who you are, you got to get down to the store level of what's being executed at the shelf, what products are being delivered, what products are being scanned, and at what store. So, we start with that and everybody benefits.
Then from there, the only difference is how you're acting on that. A broker is going to act on it differently than maybe a brand or a merchandiser or a retailer, and so that's where the differences stay, as we first create a system of how all store-level data will be put in one place.
That's helpful for everyone. Then from there, we look at workflows and figure out what do we do, what's the take-action item, and then what can we automate? And that's when it changes between each one of the players.
Jackie: Got it. Perfect. Yep, that makes sense. A lot of the data that they care about is all the same, so you probably just organize it a bit differently depending on the user type, I would imagine.
Dan: Yeah, exactly.
Jackie: Okay. The next one that came in, can you talk about the data transport side of feeding Shelvspace?
Dan: Yeah, no, good question. So, on our side, we support multiple ways. We can do flat-file integration, we can do FTP, we can do a straight connection via API, and we have instances that work for both for all examples. The key that we do is we work on depending on the data source. Every data provider will have different options.
So, for example, VIP we connect directly with their FTP, versus like a Crescent Crown, where we direct via the API where it just connects on a daily basis, versus like a Unified will have their SPO reports or POD reports that you just click on download and forward to us. So, we work with you on where are you getting the data? What is the template that's the easiest so you're not having to manipulate it, you're not organizing, you're not merging? We do all that.
All we do is set up the easiest process on your side, whether that be automated, or someone clicking a button and hitting forward, that then gets into Shelvspace and Wiser, and then from there, we integrate it all. So, if you have five different sources for scan data, and 10 different sources for distributor data, all of that gets merged together to a single store for each data source.
Jackie: Perfect, perfect. And if I remember correctly, that data then is available even if you're offline to access it, right? Which is great, because if you're in the field and you're not sure what kind of WiFi you've got or whatever, that's a nice little perk too.
Dan: Yeah, exactly. Just to kind of go back to one of our screens here that Jordan allowed me to share is, this is the aggregate view, but if you look on mobile here, what we do is when you go into the store and load it on your device, meaning as long as you've got a connection and load at one time, whether you're at home or in the store, it saves cache, that when you're in a store or if you're offline or whatever, you can see store-level data. At this King Kullen, I know exactly where they are in total, as well as SKU by SKU, where are we up? Where are we down? When do we need to focus?
All of that is at their fingertips and the same tool that they're using for auditing and everything else so that they can have that fact-based conversation with the store manager.
Jackie: 100 percent. That's great. That's great. I'm curious about how did you see store-level execution change during COVID across all the clients you work for? Did you see some dramatic dips as people started stocking up and then you slowly saw it recover, and maybe where are we at today with all that?
Dan: Yeah. It was definitely an interesting time. Luckily, the companies we work with, they weathered it really well. At the end of the day, a lot of this data, if you exclude even the photos and audits, a lot of the data is coming in regardless of whether you have people out in the field, so you're still able to manage the business.
What we did with some of the customers is, those that grounded their team, we created a virtual workflow where it's, "Hey, if you can't go into the store, you can at least look at the data, make a phone call and say, 'Hey, mister store manager, I'm not seeing scan or distribution data,' or whoever the contact is that you have, a distributor rep, I know you've got to deliver, so you're one of the frontline workers, can you make sure XY and Z?"
And it was interesting because especially at the height of COVID, when the very beginning when it was just chaos in retail stores, everybody was buying everything, our customers and brands were the ones that were actually able to benefit from it because they were able to come in, and for those that were allowed working or used our on-demand and crowdsourcing, they were able to come to the retailer and say, "Hey, I know it's chaos in your shelf. Do you want me to help fill it with this product?"
Especially, a lot of our water brands. And the retail manager didn't care what was authorized, didn't care what's, the manager is like, "Yes, please fill my shelf." And so, they were able to cut out what they had to but still keep the front line in some ways when they felt comfortable, when the rep felt comfortable, they had protocols that they implemented, but at the end of the day, they actually ended up being better off due to COVID, despite some of the challenges, than before.
Jackie: That's great, that's great. Yeah, what feeds the shelf audit photos? Are those just reps in the store that take those and submit them into the system or do you have other sources for those?
Dan: Yeah. It goes back to the strategy around, let me pull it up here, what I call the three functional areas. So, you have your field teams, then you have those that are selling at the headquarter account, managing the distributor, and then you've got this third party. And so, whether you have one person on your field team, sometimes I get CEOs that are going out in the field every now and then taking pictures, or the VP of sales, or even the key account managers.
It's not their full-time job, but before they meet with the buyer, they might want to go into a few stores. You want to give them something that's quick and easy, it's not just stored on their phone, it actually goes into the system, right, this store-level repository where everything being taken, every photo, every survey is going into here.
But then whether you have a big field team or not, you want to leverage these third-party teams, and there's just a ton of options out there. Whether it be crowdsourcing, that's a new method that's being really garnered and adopted by a lot of brands and companies is, how do we take this model of hiring a rep can be very expensive, and if you only need one account for a certain promotion period, it doesn't make sense to hire a rep, but that doesn't mean you need to go blind. And so that's where you use crowdsourcing.
Wiser has, they've got hundreds of thousands of people signed up ready to do this gig type work where they just need to go take a photo and verify something, then you have merchandising teams that will actually go in and merchandise. And so the approach we try to take is, it doesn't matter where it comes from, just like our sales data, we can integrate audit data. So, any time you use any third party company, crowdsource, merchandiser, or whatever, it can all be integrated into Shelvspace, the photos, the surveys, and into the Wiser retail execution platform as if it were your own team, right?
It doesn't matter. When you look at it, if you don't know whether, "Oh, this came from a crowdsource team versus this my own team," it doesn't matter, it all just comes to the same place and rolls up the same way.
Jackie: That's great. That's great. Yeah, the more data points, the better. I'm sure they all feel like sort of that first graphic of chicken with your head cut off because all these retailers have so many stores, so it just feels overwhelming to try and get your head around retail sales execution when you've got 4,000 Walmarts alone. So, having it all kept in one repository and as many data points as you can get all there and easy to find is, I'm sure, a huge advantage.
Jackie: All right. So, final one actually just got submitted. So, do you have a plan that would be a fit for a small company? So, it sounds like you do definitely work with small companies, if you've got the CEO and the VP of Sales sometimes in the stores and doing some of this work, so maybe talk a little bit about that model and how you work with very small teams.
Dan: Yeah, for sure. We definitely work with emerging brands all the way to category leaders. In fact, sometimes emerging brands are our favorite to work with. We worked with Essentia when they had five people on their sales team, and now they're 150 plus, they've grown massively. But they started with us and they were just hitting their stride. That was I think about five, six years ago.
Talking Rain, same thing. Kitu is another example. They came with us pretty early about a year and a half ago, which is crazy to think that they've grown that much in just a year and a half. But when they first onboarded us, they were just really starting to build out their field team.
So, it's those emerging brands that we like to catch early, and we understand that not all of them are going to make it, and that's okay. What we do is try and support you so that you have the best chance, and then the ones that go crazy are the ones that end up, for us, being real fruitful and real exciting. So, a standpoint from emerging brand is, like I mentioned, first of all, giving something simple that their team, taking that administration work off their hands early on.
So that's just having an app that you can roll up photos and start basic. But then we also connect them with these third parties. So, we have companies that it's like a three-man team, and they're running the whole national sales, but they're running it through these third parties. They're not having to hire a rep for every market at $60, $70, $80,000 a head, they're able to take the budget of a $60 to $80,000 rep and spread that across their entire distribution channel using these third party and merchandising teams that, again, all roll into Shelvspace.
And that's probably the biggest key, is that they can switch, right? Now, there's not one answer that works for everybody, it depends on a certain area, it depends on the retailer, depends on the promotion, depends on the brand, depends on the category, and what our customer is able to do is pivot from one, whether it be, "Oh, I just want to do a crowdsource team. Okay, now I want to do a merchandising team. Okay, now I want to build up my field team."
All of that you can pivot back and forth, and it all ends up in the same platform and managed essentially the same way.
Jackie: Totally. Yep. That's great. Awesome. All right. So, that is the last question that came in. There's a few around the recording. So, I just wanted to remind everyone, we will send the recording out afterwards to everyone that registered. If you have any follow-up questions for Dan or for Wiser or even for Jordan, feel free to just hit reply on that email. We at the CMA will get that and pass it over to the correct party. So, with that, thanks for joining today. And any last comments from you, Dan, before I close it down?
Dan: No. Well, maybe the only one thing is, feel free. Happy to do this for any company that wants to kind of just compare what their current process is to what it could be, so happy to go through this assessment with anybody, so just reach out. I think last time I counted it was about an 88 point, think of an 88-point inspection on your car, we'll do the same thing for no cost. But yeah, please reach out if you have any questions.
Jackie: Love it. Love it. All right. Thanks, everyone, for joining and hopefully we'll see you next week. Our next webinar will be on Wednesday of next week around recruiting and this state of sort of recruiting and the job market within category management and shopper insights.
So, very relevant to I'm sure everyone on the call as well as the rest of our membership base. So, we will see you then, hopefully. Thanks for joining, Dan, and for bringing Jordan along, and we will talk to you soon. Have a great rest of your week, everyone.
Dan: Thanks.
Jackie: Bye.
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What does "Sunlight Readable" Mean?
Many digital signage companies claim to have digital signage solutions that can be clearly readable in direct sunlight, but what does "sunlight readability" actually mean.
Firstly the brightness – or luminance – of a screen refers to the amount of light that passes through or is emitted from a particular area.
To understand what level of brightness is needed in different situations it is worth exploring the luminance values of some domestic LCD panels when they are brand new.
The LCD panels in most laptops and PC monitors are around 200-300cd/m², a contrast ratio of around 800:1 and a low viewing angle. This is because they are for indoor use and users are generally less than 1 meter away from the screen so it is suited to its purpose.
For other digital signage displays, they must be slightly brighter as the user is further away from the screen, as well as having a larger viewing angle so more of the room can see the contents clearly.
All domestic LCD panels fade relatively quickly, especially if used excessively. This lowers all of their values greatly affecting their functionality.
The main factor to be affected over time is spatial uniformity; domestic LCD panels start getting darker in corner patches, lowering the overall brightness considerably.
Consequently this affects the panels contrast ratio and after a few hundred hours of use is usually significantly less.
For outdoor applications or displays in direct sunlight, such as in a shop window, the brightness of the display will need to be significantly higher compared to standard LCD.
To find out more, visit our High Bright Offerings here.


I grew up in the small town of Reedsburg, Wisconsin, population 5,000. Go Packers! I always knew I wanted to do something creative with my life and photography was the path that I chose.
An amazing art teacher in high school helped influence my decision to attend photography school. With that, I headed out East to attend The Hallmark Institute of Photography in Turners Falls, MA. At Hallmark my passion for photography really started to develop. While at school, I focused on both people and product photography. After graduation, I headed to NYC to assistant fashion and advertising photographers. I also got a few gigs shooting for Sports Illustrated which was pretty exciting!
From NYC I headed back to the Midwest and worked as a staff photographer for Ovation Advertising. I had the itch to move back East and was recruited as a staff photographer at Hasbro, INC. It was every boys childhood dream come true. Photographing products such as Star Wars, G.I. Joe, Transformers, and Nerf.
After 3 years at Hasbro I knew it was time to go out on my own. In 2006 I started my own business and never looked back. I have been lucky to work with so many fantastic clients over the years and have had the opportunity to travel to amazing locations around the world.
I currently live in Hingham, Massachusetts with my beautiful wife Stephanie, our crazy fun son Finn, and two 16 year old cats Agassi and Max. In my free time, I love golf, travel and a bit of wine. I've been graced with a fantastic 20 year career thus far and I'm excited to dive into the next 20!
Scott Zuehlke Photography is a full service photo studio located in Hingham, Massachusetts just twenty miles from downtown Boston. We specialize in both people and product photography.


text:
I didn't want to do this. Really I didn't.
Akazukin Chacha was one of those things I'd put in a shoebox and hidden in the back of the closet. It'd passed and gone, I was content to let this website float in cyberspace for the rest of eternity without ever looking at it agian.
Then I found out that Geocities was going under. And despite the fact that it's a hotbed for crudely designed '90s-style webpages, it was also the pre-cursor to today's web. As embarassing as it is, it ought to be preserved. Exactly what The Archive Team is doing.
Kudos to them for saving our crap for future generations to point and laugh at. I can't do much but save this small slice of my history that I shared with the rest of the Internet.
You could probably find better information elsewhere on the InterWeb so I didn't add anything more about the show than what was here before. All I did was clean up a bit, re-arranged the furniture, smoothed out the rough edges out and edited some of the existing text.
Signing off,
The Web Master
of The ACC Archive,
formerly Kayin's @nime Arena,
formerly Kayin's Akazukin Chacha
Archive & Fan Fiction Library,
formerly Ky's World: ACC,
formerly Ky's World.
Send an Internet Greeting Card
Enter Card ID Number to
Pickup Your Greeting Card
Akazukin Chacha (often abbreviated ACC) is typial anime fan-fare aimed at children, particularly girls. The title character, Chacha is an orphaned girl studying under the tutelage of the greatest magician in the land. Did her parents really die or did resident bad guy, Daimarou, have his hand in this?
After 74 episodes the show was cancelled in Japan due to lack in popularity. It received a brief resurgence in Southeast Asia when it was translated and aired for the market there.
More ACC from these sites
® Wikipedia Logo is a registered trademark of the Wikimedia Foundation.
® Anime News Network Logo is a registered trademark of Anime News Network
® TV.com Logo is a registered trademark of CBS Interactive.


text:
Q: Template is not displaying in tab of my custom module I have an admin custom module in which there are three tabs present. First tab is use to collect basic informations of the module and second one is used for avanced information collection.
I want some of the content portions render with a template file and rest of the content render with the tab file itself in my second tab. Here is my second tab file
<?php
class Electronicsstore_News_Block_Adminhtml_News_Edit_Tab_Advance extends Mage_Adminhtml_Block_Widget_Form
{
    public function __construct()
  {

        $this->setTemplate('news/calendar/calendar.phtml');//use to render calander field
        parent::__construct();
  }

  protected function _prepareForm()
  {
    $news = new Varien_Data_Form();
    $this->setForm($news);
    $fieldset = $news->addFieldset('news_advance',  array('legend'=>Mage::helper('news')->__('Advanced Settings')));

   //use to add date; need to add start and final days in this module
    $fieldset->addField('news_stime', 'time', array(
          'label'     => Mage::helper('news')->__('Start Date'),
          'class'     => 'required-entry',
          'required'  => true,
          'name'      => 'title',
          'onclick' => "",
          'onchange' => "",
          'value'  => '12,04,15',
          'disabled' => false,
          'readonly' => false,
          'after_element_html' => 'Comments',
          'tabindex' => 1
    ));
    $fieldset->addField('news_ltime', 'time', array(
          'label'     => Mage::helper('news')->__('End Date'),
          'class'     => 'required-entry',
          'required'  => true,
          'name'      => 'title',
          'onclick' => "",
          'onchange' => "",
          'value'  => '12,04,15',
          'disabled' => false,
          'readonly' => false,
          'after_element_html' => 'Comments',
          'tabindex' => 1
    ));
}
}

so I want render the calendar template first and then it should followed by those time fields which I have set through the method _prepareform() in my second tab's content section. Currently it is not working together. I didn't get the template file output in my tab. Is it possible in magento?
Please enlighten me with good ideas. Thanks in advance

A: Change this method:
public function __construct()
{

    $this->setTemplate('news/calendar/calendar.phtml');//use to render calander field
    parent::__construct();
 }

to
protected function _construct() //only one underscore in front
{
    parent::_construct(); //only one underscore
    $this->setTemplate('news/calendar/calendar.phtml');//use to render calander field

}


text:
Adia Harvey Wingfield
Vice Dean of Faculty Development and Diversity
Professor of Sociology
Mary Tileston Hemenway Professor of Arts & Sciences
PhD, Johns Hopkins University
Email: ahwingfield@wustl.edu
Office: Seigle 219
MSC 1112-228-04
Professor Wingfield specializes in research that examines the ways intersections of race, gender, and class affect social processes at work.
Adia Harvey Wingfield is the Mary Tileston Hemenway Professor of Arts & Sciences and Vice Dean for Faculty Development and Diversity at Washington University in St. Louis. Her research examines how and why racial and gender inequality persists in professional occupations. Professor Wingfield has lectured internationally on her research in this area, and her work has been published in numerous peer-reviewed journals including Annual Review of Sociology, Gender & Society, and American Sociological Review. She has served as President of both Sociologists for Women in Society (SWS) and the Southern Sociological Society (SSS), and is an elected member of the Sociological Research Association. In addition to her academic scholarship, Professor Wingfield writes regularly for mainstream outlets including Slate, The Atlantic, Vox, and Harvard Business Review. She is the recipient of multiple awards including the 2013 Richard A. Lester Award from Princeton University for her book No More Invisible Man: Race and Gender in Men's Work; the 2018 Public Understanding of Sociology award from the American Sociological Association; and the 2019 C. Wright Mills Award from the Society for the Study of Social Problems (SSSP) for her most recent book, Flatlining: Race, Work, and Health Care in the New Economy.
From our podcast:
Inequality at Work
Sociologist Adia Harvey Wingfield documents the subtle and pervasive ways that black men continue to face inequality in the workplace.
Wingfield named vice dean of faculty development and diversity
Wingfield wins C. Wright Mills Award
Black workers' status in a company informs perceptions of workplace racial discrimination
1.13.20 | Social Sciences, Research
Doctors, nurses and technicians are among the participants in a survey by sociologist Adia Harvey Wingfield regarding workplace racial discrimination.
Flatlining: Race, Work, and Health Care in the New Economy
By Adia Harvey Wingfield
What happens to black health care professionals in the new economy, where work is insecure and organizational resources are scarce? In Flatlining, Adia Harvey Wingfield exposes how hospitals, clinics, and other institutions participate in "racial outsourcing," relying heavily on black doctors, nurses, technicians, and physician assistants to do "equity work"—extra labor that makes organizations and their services more accessible to communities of color. Wingfield argues that as these organizations become more profit driven, they come to depend on black health care professionals to perform equity work to serve increasingly diverse constituencies. Yet black workers often do this labor without recognition, compensation, or support. Operating at the intersection of work, race, gender, and class, Wingfield makes plain the challenges that black employees must overcome and reveals the complicated issues of inequality in today's workplaces and communities.


Your white knuckles clutch onto a cold concrete ledge as you peer down at the ant-sized people scurrying about below you. You're about to fall, but what if you knew it was all just a dream? Would you take a leap of faith, spread your arms wide, and soar over the city lights? What if it was possible to consciously experience wild adventures like that in the safety and comfort of your bed? Welcome to the world of lucid dreaming.
A person with a typical lifespan will spend six years dreaming, and those six years will probably be the strangest in their life.
With lucid dreaming, you can have a Hollywood action adventure totally for free!
Decreased activity in your brain's prefrontal cortex—the region used for planning and logic—explains why you never question that your arms are made of spaghetti or that your teeth are falling out in a dream. A lucid dream is different, though.
Within a lucid dream, you're consciously aware that you're dreaming, and in some cases, you can even control the course of the dream.
It's sort of like the movie Inception, where Leonardo DiCaprio's character Dom Cobb has conscious awareness of his actions within dreams, except with less Hollywood exaggeration and a budget significantly less than $160 million. With lucid dreaming, you can have a Hollywood action adventure totally for free!
Unfortunately, though, lucid dreams are quite rare. Only about 20% of people experience them monthly or more. What's more, this heightened level of conscious awareness is most common in children, young adults, and those with good sleeping habits, which unfortunately excludes the vast majority of us.
Given how few people seem to experience them, it's easy to view the whole concept as a fantasy. After all, skeptics can argue that it's possible people are simply dreaming that they have control of their dream—it's the ultimate illusion.
The lucid dreaming phenomenon lacked serious scientific credibility up until 1975, when Keith Hearne of Hull University, England, performed a pioneering study.
During REM sleep, an area at the base of the brain called the pons sends a signal that shuts off the spinal cord neurons and causes full-body muscle paralysis. If that sounds like the stuff of nightmares, it's because it sort of is; it's during the REM stage of sleep that nightmares, dreams, and lucid dreaming occur. Yet while muscle paralysis sounds a bit frightening, it's what stops us from acting out our dreams, allowing us to fight the bad guys without strangling our partners.
You might have a condition called REM behavior disorder. Those with REM behavior disorder act out, talking, hitting, and punching in their sleep.
Hearne realized that it was the one and only part of you that can still move while you're dreaming, the eyes, that would be the key to communicating with the outside world from within a dream.
Meanwhile, Stanford University psychophysiologist Stephen LaBerge, who is often recognized as the pioneer in lucid dreaming research, was making similar revelations.
In his 1981 study that was, unlike Hearne's, published in a peer-reviewed journal, sleeping participants used a pre-determined set of eye movements to communicate to the outside world that they were aware they were dreaming, with a 90% success rate. Lucid dreams were finally recognized as real.
Current research suggests that lucid dreaming is a hybrid state of consciousness. Electroencephalogram (EEG) and functional magnetic resonance imaging (fMRI) brain studies reveal that lucid dreams are accompanied by particular brain activity, with differences in electrical brain wave patterns from both wakefulness and REM sleep.
During lucid dreaming, the frontal and temporal regions of the brain show increased activity in the lower gamma frequency band at around 40Hz.
In a 2014 study published in Nature, 27 volunteers, all inexperienced in lucid dreaming, attended a slumber party held in the sleep laboratory of the Department of Clinical Neurophysiology, University Medical Center, Gottingen.
Ursula Voss and her research team used a relatively new (and somewhat scary-sounding) brain stimulation technique called fronto-temporal transcranial alternating current stimulation (tACS) on the volunteers in order to investigate the link between brain wave frequency and lucid dreaming.
The study found that brain stimulation at 40 Hz, and to a lesser degree 25 Hz, successfully induced lucid dreaming and resulted in increased electroencephalographic (EEG) activity in the low gamma frequency band.
Fake stimulation and stimulation using other frequencies didn't have the same effect. If you're struggling to achieve a lucid dream by yourself, though, it's probably best not to try brain zapping at home.
Believe it or not, there are more important applications of lucid dreaming than being able to sack your boss or sleep with A-list celebrities within your dreams. People who experience reoccurring nightmares could benefit from the ability to consciously confront their demons, and this could have important ramifications for sufferers of post-traumatic stress disorder (PTSD).
Does the Big Lebowski Dream of Electric Sheep?
There's even stories of a man who cured his chronic pain using a lucid dream! It's really little wonder that so many people are obsessed with achieving dream lucidity.
There also appears to be an overlap in the brain areas active during lucid dreaming and those regions impaired in psychotic patients.
Since the times of Greek mythology, where Hypnos, the god of sleep, had a son Morpheus (the god of dreams) and sister Lyssa (the goddess of madness), humankind has recognized a link between dreams and psychosis.
Advancing our understanding of REM sleep and lucid dreaming may help us better understand psychosis and could even help in the testing of antipsychotic medication.
Lucid dreams are an intriguing phenomenon. While their neurobiological basis is still controversial, we know for sure that achieving one is a highly sought-after experience. A simple Google search reveals a bewildering range of websites boasting all the answers. Yet despite this, the experience of lucid dreaming is still one that many of us can only dream of (pun intended).
And you, and you, and you, and you were there.
Tagged Body, Eliza Smith, Jane Dizon, lucid dreaming, Mind, Senses, sleep.


text: <body>Internal package that deals with authentication methods</body>

redpajama_set_name: RedPajamaGithub


I like this very much, the center looks great, and i'm liking the tiny blue dots.
agree with colorme the lack of "clean" in this and other images you have posted keeps their intense color at a more "seedy" level, much to my liking.
dots are good. seedy colors are good too.


text:
CyprusPodcast
Cyprus News Digest: Media freedom comes under the spotlight
By Rosie Charalambous December 9, 2022 December 9, 2022 0184
The Cyprus News Digest, in collaboration with the Cyprus Mail, brings you an in-depth analysis of some of the latest developments in local and international.
Presented by Rosie Charalambous, this week:
Media freedom comes under the spotlight: data indicates that there's no transparency about media ownership in Cyprus
An upcoming hackathon will use Artificial Intelligence for the common good
Also available HERE
picks4
Music for all tastes this festive season
Putin says West's desire for global dominance increases conflict risks
Rosie Charalambous