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How Lisa Nederveen built a new lottery based on partnerships
Lisa, welcome to the intribe blog. To start with, please tell us a little bit about you. What's your background? What have you done with your career to date? How did you start with partnerships?
I actually come from a completely different background. I studied journalism in Amsterdam, and after I graduated, I moved to London. One of my first jobs was at TripAdvisor. It wasn't a job in journalism, but it was touching the marketing communications side of things. And I really enjoyed it, I liked the combination between communications and a more commercial angle.
That's the only way in which the journalism side was related, but I also think that it was a natural fit for me because I was doing both communications as well as partnerships, and that's always been something I really liked exploring and working on, trying to find valuable partnerships for both parties.
After leaving TripAdvisor, I stayed in London and worked at several companies in the function of Country Manager, where I was responsible for all activities within Dutch speaking markets.
My roles were always very much focused on partnerships and communications, which are crucial when bringing a business to a new market. And what I really enjoyed was that I was like a startup within a bigger organization, I had the autonomy and the freedom to do what I thought was best and to use my creativity. On the other hand, I did have the security and the learnings I could get from a bigger company working with different teams and stakeholders.
I worked for some bigger businesses like Expedia, and Glassdoor, and then for some smaller businesses. The last role that got me here was working with Lottovate, which was on a mission to innovate the existing lottery markets and incubate new charity lotteries. . And that's how I rolled into the position I have today.
Is that a National Lottery from the Netherlands? Could you tell us a little bit more about Lottovate and where that innovation came from? What were the restrictions and how did that fit together?
Lottovate is part of a bigger organization, which is called Zeal, which runs the biggest online lottery website in Germany. They've always had a passion to be innovative and explore new forms of lottery, but as you say, it's a very regulated market. It isn't that easy to innovate with a lottery. To give an example:
I started to work at Lottovate to help launch a Dutch charity lottery product. We had to get a license to run a lottery in the Netherlands, which took the team several years of lobbying, a lot of money, and of course, we had to build a product! And when we launched it, we always had to do everything according to the regulations. For a new business and a startup, that's very difficult because it allows for very little testing.
That's challenging! You need to be really committed and do your research ahead of launch.
Yeah, exactly. The problem was that we hadn't really done it properly, it was built and resourced as if the product-market fit was already proven... but it wasn't. We didn't have that much opportunity to test and learn due to regulatory limitations. A few months after we launched, we just couldn't really get the market fit despite a very driven team working hard to make it work. And there was so much money going into it that we had to question ourselves whether it was worth pursuing.
That's when we came up with the idea to try a similar model but then for the UK market. A charity lottery for the millennial generation where it's not about winning money, but about winning experiences and travel, because for them that's more important than big, almost unattainable money. It's more about realistic chances of winning something memorable and fun. And that's how we came up with the concept for DAYMADE, which was initially called TripHunters.
In the UK there isn't just one big monopoly of a lottery operator that has the whole market. It allows for new businesses to come in and try to be a part of that industry.
A lottery without men in grey suits
Looking at DAYMADE's website, it really looks like a more fun approach to the lottery. The ones I'm familiar with are all very serious, men in suits that are watching the balls fall out of the barrel and things like that. You guys are doing lotteries all the time, every day, and all the imagery and messaging on the website are accessible and fun.
When we decided to bring this idea to the UK, this concept of a lottery for a younger generation, we knew we had to do it differently. We needed to do proper market research (talk to people, do user testing, prototyping). Once we spoke to our target audience, it was very clear that when they thought of the lottery they thought of their grandparents or maybe their parents playing. They thought it was incredibly unrealistic to win something. Those are the associations that people had, they consider lotteries quite outdated, in a way.
I was really keen to talk to you when we first connected because what was very clear when looking at DAYMADE was that partnerships are core to your whole business operations and you have three very distinct areas where you utilize the partnerships.
I'd like to dive into that. Let's talk about the prizes, and tell me if I'm wrong, but my assumption is these are all partnership-driven. Could you tell me a little more about how that works?
Everything we've done since the beginning was consumer-led. Our players basically led the way and the direction in how our product looks and what our priorities are. The same goes for our prizes, because obviously, that's one of the most important things about our product, that our customers like the prizes. They're sourced through feedback from our customers. We have a place where they can suggest prizes, and sometimes we do polls on our Instagram of what prizes people want to see.
Once we have that feedback loop, you're absolutely right in saying that building partnerships are key for our prize offering. And for partners our model is very appealing as well. We essentially allow them to gamify their business inventory through our odds-based mechanics, helping partners reach new audiences, increase sales and become part of a socially driven effort to plant trees with each transaction.
Because we do finance the prizes ourselves, we bring these partners a lot of business, and that becomes a valuable partnership proposition for them as well. Once we see which prizes are working, we reach out to the partner saying, "is there a way we can do this more streamlined?" Get discounted prizes, for example, and brand partnership collaborations, maybe social media exposure, newsletters, that kind of thing.
We don't exclusively work with bigger brands. We also have business owners reaching out to us to be featured on our platform.That has mostly been smaller businesses but we love working with them because it's important for our target audience of millennials, who are very socially conscious. And I think especially during covid small businesses were highlighted, as well as the importance to support them. We're still a small business ourselves!
Some of the small businesses we feature on our site are run by our own players. They reach out to us and ask, "can I be featured on your site?" Then we test it for a while to check the feedback from people who choose that prize, and it's often very good. It's a bit of a community, almost.
That's very cool! You're really engaging with your community in several different ways and a lot of brands will say that they are consumer-driven, but in your case, it's really part of your DNA.
You touched on the second type of partnership and I already understand why and where this comes from. You're targeting millennials, which are very socially conscious, and it's important for the companies and the brands they're engaging with.
But you also have a number of 'cause' partners as well. Do I have a right that for every new entry there's a tree planted? Is that how it works? Why did you bring the cause partners in? How does that work?
I think that for any B2C business operating now and focused on the younger generations (Gen Z or Millenials) having a social cause attached to the brand is no more a "nice to have", but an expectation from their audience. And I think it's very good and admirable of the younger generations that it's so important to them, that they really care about where they want to put their money.
We'd thought about this quite early already. "What can we tie into our product that is tangible enough but also very important for our target audience?" Obviously, climate change is top of mind for the younger generations, because they're the ones who'll probably deal with the consequences. That's how we came with the idea to partner with a leading environmental organization.
The reason why we chose Trees for the Future is that it's a very tangible outcome of the money you put in, having that feeling of planting one tree per purchase. It's very tangible, it's not like"10% goes to charity". That level of transparency is also very important for our target audience.
There Are several different organizations that do tree planting, but Trees for the Future is one that's been around for a long time and has a very good reputation on Charity Navigator. We did our due diligence and researched the charity and they're not only planting trees but also have wider agricultural approach, helping the communities where they do the tree planting. It's a holistic approach to planting.
I think that's great. Tree planting is one of my favorite engagements. I like to buy from brands that have those types of partnerships. The search engine that I use, Ecosia, plants a tree every 45 searches, but I don't know if I've ever spoken to a brand that really understands the tree planting partner in as much detail as you do.
That's my journalism background, hah!
You should be the one interviewing me!
Let's talk about the third type of partnership that your business engages with. Is it affiliate? To a lot of brands, that's the main type of partnership program they run. For you, it's one of three. Can you tell me a little bit about it?
We actually started with affiliate marketing a relatively short while ago, only two months. But I think that the reason why we started off is the most interesting part for you because it was early in the pandemic. We started a partnership with Lucky Trip, and I'm not sure if you're familiar with them because they're a UK-based company, but they're focused on exactly the same target audience, millennials.
It's an app where you can get inspiration for trips and book straight away. You set a budget and you say with how many people you are, enter some more filters, and then it generates trips for you so you can start booking straight away (they're integrated with Skyscanner and Booking). It rolls out an itinerary for you that you can book straight away.
We were chatting with them, and because we have such similar target audiences and both like to approach partnerships creatively, it made sense to figure out a way to collaborate. They were further ahead in the startup journey so it's been great to tap into their audience and learn from them too.
Because of covid, they've had less business than usual (as any travel company would) but they still had a huge database of people that had the app on their phones. They were trying to find ways to push content to keep their customers engaged, so one of the things they could tell their community while travel was on hold, was to enter DAYMADE to win some of their trips and claim them post-lockdown. They posted on their blog about it, sending push messages, even on their emails.
What we did on our end was to add some Lucky Trips worth between £100 to £25000 on our site, to generate more brand awareness for LuckyTrip and some hype around them. And most importantly: to continue to bring business to LuckyTrip at a time where not a lot of people were buying their trips due to the lockdowns.
We saw so many of LuckyTrip's users signing up with us! And it was unheard of because up until that point in our journey, we've always been very much relying on Facebook as our core marketing channel. But just with this partnership alone –which is just a single partnership and not even with a huge global brand – we got 25% more new users. LuckyTrip then started doing these pushes on a monthly basis. While at the same time, we brought them new business each week through DAYMADE's winners who chose LuckyTrip gift cards or trips.
That's when we thought that these partnerships could make a real and meaningful difference for us. And it was also vice versa because we would then pay a small fee for every new user we'd get through them. Very much like an affiliate deal, but a direct one.
That really is gold. This is why I've started intribe, I'm such a huge believer in partnerships, of like-minded brands working together. And it can be very simple, it can be transactional, or even like a marriage. At the most basic level, I think people have become quite immune to advertising.
But they still trust the brands that they buy from, and when one brand introduces another brand, that offers value to that similar audience. It's really powerful, and for a lot of companies out there, it's the highest ROI that exists for them.
You're right. That was the same for us, it made us realize the power of partnerships because it was very valuable for both parties and it came at the right time. There's this level of credibility that comes with having a trusted brand referring you, that you don't have with other marketing channels.
I'm not sure what it's like in Australia or the US, but in the UK there're new competition sites popping up every week and there's this level of skepticism towards them –which is healthy and makes sense–but that obviously affects us. In that kind of environment it's very helpful to have credible partners standing alongside you and helping you grow.
You basically built an affiliate program without calling it an affiliate program. You built on that partnership with content and referrals, then revenue-sharing… what were the next steps for you after?
It's all a matter of building relationships and knowing the right people, but that's not always the case. We're a relatively small name, so we often need to start with cold emailing and cold calling.
Building partnerships takes a lot time. I'm managing partnerships but I'm also the operations manager and marketing manager… everything falls on my lap and I don't have enough time to do it properly. Me and my cofounder Andrew, who's equally busy, typically divide and conquer as we know how important partnerships are.
A few months ago we decided we needed to automate this a bit, and so we started working with an affiliate platform. We have a dedicated manager who runs it for us and does all the introductions. builds relationships, builds that credibility, and he has all the right contacts.
We still do it ourselves on the site as well, and on LinkedIn, but having his support in a more structured way makes things move faster.
That's the whole reason why I've been building intribe these last couple of years. We're not an affiliate network as such, we're a network for brand partnerships. Think of it like Tinder for brand collaborations.
Finding the right partners and having automation, whether that is directly an affiliate relationship, a content partnership or an event partnership is extraordinary. But building and finding them sometimes can be a lot of work, and even though it's so powerful, it competes with all the other priorities of most organizations.
What are the lessons learned as you've gone through this?
It all comes down to the importance of building the relationship and maintaining it, being able to deliver value from both sides. Once that's proven, it's just a matter of maintaining it, but especially when you're a young business, you need to be flexible to create an interesting partnership.
We have many options and a whole infrastructure on our website, and are able to move fast. We can start proving value for our partners in the very first week, because our users choose their products but also because our community is small but engaged and very loyal on social media. There's a lot of value in them sharing products and posting about both of us on social media. It's the kind of virality that is golden.
If you're just focused on what it can deliver for yourself, then there won't be much achieved. It's all about the mutual benefit, what you can deliver for your partner. Being able to properly communicate that benefit and what's relevant to them is very important. Once you get a hold of the right person to do that, it all goes quite quickly.
In terms of mistakes, personally, I think that I'm always kind of "speed vs. structure", so sometimes there are elements I forget that I could've thought through more properly.
It's one of those things, though, that you get better at it the more you do it. Eventually, it starts to come naturally, with repeated engagement with different partners and, you start seeing more opportunity. Just like anything else, it's a skill that you develop when you engage with partners more.
Yeah, for sure. It's a matter of learning. Especially when you're younger and you're just starting in the business, you're trying to do everything according to the books and be very formal about it. But at the end of the day, it's about building relationships. I think just being authentic and talking from one real person to another real person is very helpful.
It's coming through really strong with some of the other chats I've had that almost everybody that's been successful with partnerships discovers over time that it isn't rocket science. And you can think that everybody would know that from day one but it's just really reinforced that when creating a win-win situation, there's got to be mutual benefit. I have to ask: have you had any partnerships that went south or turned ugly for some reason? I ask this because, there are people that say, "don't do partnerships because it dilutes the brand message" or "if you attach yourself to the wrong brand, it can turn ugly".
We're very risk-averse in that regards, and I think our whole team is from within the target audience, so there's always somebody who will raise a flag when it's slightly off.
For example, one of our prizes is an Amazon gift card. Do we really want to offer Amazon? We have this tree planting partnership, and we're quite eager to support small businesses, yet we also support this mega corporation with questionable ethics through offering their gift cards. But again, it comes down to being customer-led and having Amazon gift cards on our site as prizes is something that our players really wanted. At the end of the day, we want to have the best product for our players.
I think especially before we started bigger partnerships, that's something we thought about, whether the partner's a good fit for our values and our brand reputation. It's always the first thing we think about. To be honest, I believe there's some hesitation from the other side too, because we are a game of chance. And even though we have a lot of winners, we inevitably also have losers.
So the challenge is combating that hesitation that some partners who don't know us so well have with us. And I think that, again, that's just a matter of understanding. I can imagine being in a position of a partnership manager at another brand myself and having hesitations over something that looks like gambling. I think with a product like ours, that's more work that we always need to put in, putting their minds at ease and understanding that initial hesitation.
I would say that the biggest challenge of partnerships is simply to get a hold of people. . We had some times that we finally got that first call with a big brand and we're so happy, and the people on the other side of the line are super enthusiastic as well but then... we never hear from them again. That's been the most frustrating, I'd say.
If you had one message for a startup or a marketing manager that's thinking about doing their first partnership, what would you say to them?
I would say really try to place yourself in the shoes of whatever kind of company you want a partnership with and think about what it is that your product or your brand can offer them. Start with the value you can bring to them. And as I said before, be authentic. I'm a true promoter of having a very personal approach, being yourself, and leaving all the formalities at the door.
Mmm, maybe this isn't good advice… but the way I've done it is just being personal about it. Sometimes I receive emails from people to start a partnership, and I'm definitely more likely to engage with them if it's personal and if it shows that people have done their research. They know what the product is about, and the reasons why they want to work with us.
Spend time doing the research, be personal, and be very clear about the value you can bring to the partner.
That's fantastic, Lisa! Thank you very much for your time today. I think this is going to be a really great read.
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Trump's psychopathology a threat to US democracy and to global stability.
There's one headline about Donald Trump that has not been printed but makes the most sense of all, https://www.smh.com.au/world/north-america/there-s-one-headline-about-donald-trump-that-has-not-been-printed-but-makes-the-most-sense-of-all-20201008-p563b7.html By Ian Hughes and Alan D. Blotcky, October 11, 2020 For almost four years, there has hardly been a day that Donald Trump has not made front-page news. The unrelenting avalanche of lies and norm-shattering behaviour that Trump has unleashed has presented the mainstream media with an unprecedented challenge. It is a challenge that the media has struggled to meet, largely because of the ethical and practical difficulties that journalists face in dealing with Trump's mental pathology.Even before his election, mental health professionals were warning that Trump's psychopathology posed a threat to US democracy and to global stability. After his election, dozens of mental health experts collaborated on the book The Dangerous Case of Donald Trump which became a New York Times bestseller. Over the past three or four months, the number of voices expressing alarm at Trump's pathology has been growing.
The media, however, has largely continued to cover Trump's actions one story at a time, without joining up the dots and accurately describing his pathology.
Of all the thousands of headlines, there is one headline that has not been printed but that makes the most sense of all: "Donald Trump suffers from a dangerous incurable narcissistic disorder which makes him incapable of empathy or reason. He is a grave danger to the US and the world."
The failure of the media to emphasise this obvious fact is a lost opportunity to inform and educate the public so that Trump's pathology is fully appreciated and understood. As mental health professionals know, Trump's mental disorder manifests itself in a wide variety of behaviours and not in isolated or disconnected events. In these dangerous times, the challenge for the media, difficult though it is, should be to explain Trump's pathology in all its complexities and ramifications for the public.
To illustrate this, consider three separate headlines from the past few days.
"The President's taxes: Long-concealed records show Trump's chronic losses and years of tax avoidance", The New York Times, September 27, 2020.
Pathological narcissists have a "false self" that they try to maintain at all cost. Trump's "false self" is that he is smarter and richer and stronger and better looking than anyone else. Anything that undermines or contradicts his "false self" is aggressively defended against. Donald Trump has actively refused to share his federal tax returns with the American people in order to defend this "false self". He has not wanted to reveal his losses, his fraud, and, perhaps, even his underhanded connections to Russia. The projection of his "false self" is the ultimate lie of a narcissist. Trump's thousands of lies all join up as a defence against the truth of his true persona as a business failure.
"Donald Trump ensures first presidential debate is national humiliation", The Guardian, September 30, 2020.
Donald Trump's narcissistic pathology did not allow him to engage in reasonable and rational debate with Joe Biden. He is incapable of rational, orderly, and thoughtful discourse, and is compelled and guided instead by his internal needs, wants, and desires. In addition, Trump is increasingly desperate because he knows his poll numbers are dropping. As a narcissist, his reflexive response when his grandiose self- image is threatened is to attack and to bully. Over the past few months, Trump's pathological response to the threat of failure has been in plain view: wild accusations, lies, scapegoating, conspiracy theories, and gaslighting. His unpresidential debate performance was an extension of this pathological behaviour.
"Trump's reckless joyride tops Bible-holding photo op in Washington", The Sydney Morning Herald, October 5, 2020
Trump is unable to function without constant praise and adulation. This is the opposite of strength. Pathological narcissists need frequent affirmation to fill up their hollow shells. They need constant confirmation that their "false self" is indeed true – when it is not. With no internal capacity for maintaining a true and authentic identity, Trump is totally dependent on external adulation to function. His neediness now is on full display.
In the space of a single week, Trump has exhibited three of the defining features of narcissistic personality disorder – sociopathy in defence of a "false self", disordered thinking that renders him incapable of reason, and a constant need for adulation. Every headline on this president has spotlighted one or other aspect of his narcissistically disordered mind.
The evidence about Trump is overwhelming. A free press is one of the central pillars of a democracy. Its role is to be a watchdog on our political leaders and to inform the public. The media can play a vital role in engaging with the alarming reality of Trump's pathology, despite the difficulties in doing so. . Donald Trump is part of a much larger picture. Individuals with dangerous personalities have risen to the highest ranks of power throughout modern history – from Nixon to Mao, Stalin to Pol Pot. Some have played a crucial role in steering our world towards disaster. A widespread understanding of this basic fact has now become essential for the protection of democracy.
Ian Hughes is the author of Disordered Minds: How Dangerous Personality Disorders Are Destroying Democracy and contributing author to The Dangerous Case of Donald Trump. He is a Senior Research Fellow at the MaREI Centre at University College Cork in Ireland. Alan D. Blotcky is a clinical psychologist in private practice in Birmingham, Alabama
October 12, 2020 - Posted by	Christina MacPherson | election USA 2020, Trump - personality

redpajama_set_name: RedPajamaCommonCrawl


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Every CD tells a story
News of the untimely death of sarangi master Dhruba Ghosh took me down some fascinating listening paths yesterday evening. These included the 2005 disc seen above featuring Dhruba Ghosh's older brother Nayan Ghosh titled Naghma - which is the Farsi and Urdu word for 'melody'. The musicians on the album artwork are from left to right Nayan Gosh (sitar), Paul Grant (santoor), Ross Daly (Cretan lyre) and Bijan Chemirani (zarb). The geographic reach of the music ranges from the Himalayas through Northern India to Kashmir, Afghanistan, Persia, Turkey and Crete, and includes a composition by Nayan Ghosh based on a traditional boatman's song from the Bengal-Ganges Plain.
Every CD tells a story through its music, graphics and sleeve notes, and that intangible but crucial narrative - which touches on the cultural, emotional and personal - loses much when the music is reduced to the postmodern bits and bytes of streaming and downloads. It is well-known that a few celebrated musicians including Olivier Messiaen and Alexander Scriabin were synaesthetes. But the latest neuroscientific research into multi-sensory neurons suggests that synaesthesia - cross talk between the human brain's sensory channels - is not as rare as commonly thought. In fact it is part of the human condition and the five senses of taste, sight, touch, smell, and hearing often exhibit considerable overlap.
So it can be postulated that when a musical experience is confined to the single sensory channel of sound, as is the case with download and streaming, vital sensory crosstalk is lost. Which may well explain why the CD refuses to die, why vinyl sales are booming, why live music - which is multi-sensory - always sounds better than recorded, and also why the market for the mono-sensory eBook is in decline.
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Why This Serial Entrepreneur Needed An MBA
Jaime Parodi Bardon has set up multiple businesses. Here's why he decided he needed to study an MBA
By Simon Lovick
Jaime had much to learn from his three business endeavours before he studied on The Lisbon MBA Catolica | Nova (Credit: Fotografia com Alma)
Many people go to study an MBA in order to set up their own business. Roughly one in every five MBA graduates will become an entrepreneur at some point in their career.
But by the time Jaime Parodi Bardon enrolled in the Lisbon MBA Catolica | Nova, he had already set up three businesses, across three quite different industries—augmented reality (AR), hospitality, and arts and entertainment.
While he had the experience, an MBA for Jaime was about accumulating the business knowledge that would ensure the survival of his businesses in the future.
Roots in entrepreneurship
Entrepreneurship is something that many believe you can teach, while many believe it is an innate ability or skill.
For Jaime, his desire to be an entrepreneur dates back as long as he can remember.
"I always felt the need to create new things, I don't know where this came from, but i would say at the very beginning," Jaime reveals, "I always felt the idea of approaching problems from a different way."
This knack for problem solving was all united by one thing—"originality". He wanted to be creative and original in the solutions he was offering.
After a bachelor's in computer engineering, Jaime went on to work at IBM, before transitioning into consulting at Accenture and at PriceWaterhouseCoopers. Here, he began to combine his technical, engineering-based skillset with his knack for solving problems in a consulting environment.
At the same time, Jaime started trying his hand at entrepreneurship. In 2009, he set up his augmented reality tourism business, which aimed at enriching cultural heritage spots in cities with AR technology.
In 2012, he then got involved in launching a family business—a restaurant, cocktail bar, music lounge, and garden based in Caceres, Spain.
Then in 2013, him and his brother went into business together, launchign Pinata Productions, an arts and entertainment business, which to date has promoted over 100 concerts and three festivals in Spain and Portugal.
Why did he want an MBA?
Despite this extensive knowledge and experience of running a business, Jaime still felt he lacked two important things that would have served him well with running a business. These were two things that he felt that he would find on an MBA.
First and foremost, an overview of a business.
"My main goal was to try to understand the big picture of a business, to try to frame the different pieces and join them up to come up with better business plans," Jaime says.
The Lisbon MBA Catolica | Nova's rigorous one year program gives students a deep dive into the fundamental aspects of business. Finance, operations management, and strategy all featured a big part in rounding off Jaime's understanding of the things needed to make a business not only run smoothly but excel.
"It gave me the big picture," he says.
One of the stand out experiences for Jaime was the chance to go and study at MIT Sloan School of Management in the US, one of the top business schools in the world. The first week of this month-long exchange was focused entirely around entrepreneurship. Students can learn in a thriving startup environment which has seen the launch of businesses like Buzzfeed and Dropbox.
The second thing that Jaime was keen to hone were his soft skills. Due to his engineering background, he felt he often lacked the human touch needed to interact with people in the process of launching a startup.
The Lisbon MBA runs a program called the Friday Forum, a unique opportunity for students to explore and understand their creative sides, in an attempt to sharpen their soft skills. One week this might mean sampling European cuisine, the next week this could be learning about Portuguese music and dancing.
"This was the differentiating factor of the program," Jaime remembers.
His advice for other entrepreneurs
To add onto the three businesses he had already set up, Jaime ended up going into business with one of his Lisbon MBA classmates. They set up a business called Viable Report, a machine learning, big data matchmaking service aimed at connecting startups with investors.
The business no longer exists, for several reasons, but Jaime is still keen to encourage and support those who are looking to launch their own business. For this reason, he helped set up the Lisbon MBA Entrepreneurship Club, aimed at providing support and networking events for entrepreneurs from the program, past and present.
"We considered it important to build a community to help students and alumni of The Lisbon MBA Catolica | Nova interact with the Lisbon entrepreneurial scene, to connect them with startups and investors, and to support them in the creation of any new venture," he explains.
He's certainly well-positioned, given his experience, to dish out advice. The most important lesson he's learned?
"You have to decide well who to work with, and then agree on the rules of the game. You must do this right at the beginning and together. In my experience, if you don't have this vision alignment from the beginning, then you will not have success in the future."
More about The Lisbon MBA:
GMAT Test Centers Reopen & B-School Coronavirus Stories
How Can You Get An MBA Scholarship For Social Impact?


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2016 - France / Germany - 1h53
Screenings : sunday 22 - 10:30 am - Centre de congrès - Auditorium - presented by François Ozon
In 1919, Anna, a young woman from a German village, is intrigued to see a young Frenchman come to pay his respects at the tomb of Frantz, her fiancé who died during the First World War.After some hesitation, Frantz's parents, who she lives with, welcome in this former enemy who softens their grief talking about when he was with their son in Paris, where they were both studying,and where they shared their love of art and music. In a climate which is still hostile to the French, Adrien shares in the life of this family and gets close to Anna, who is seduced by his charms…
An adaptation of the play L'Homme que j'ai tué(The Man I Killed) by Maurice Rostand, already ,adapted for the screen by Ernst Lubitsch, Frantz is the story of liberation which is possible after violent trauma. As is often the case with Ozon, the characters need to release themselves from a weight in the form of a terrible secret. Apart from the question of the moral and physical wounds borne by survivors of the First World War, of the importance of love and culture to reconcile two scarred countries, François Ozon created a fantastic film in which the character of the young woman played by Paula Beer is secretly disturbed by the idea of a homosexual friendship."François Ozon seems to have achieved true mastery: the delicate, imprecise osmosis between audacity and lyricism. His direction seems to take more time, be fuller, more beautiful and serene. But this doesn't mean that there isn't a storm beneath the calm." (Pierre Murat; Télérama)
Cast : Pierre Niney, Paula Beer, Ernst Stötzner, Marie Gruber, Johann von Bülow, Anton von Lucke, Cyrielle Clair, Alice de Lencquesaing
Screenplay : François Ozon, Philippe Piazzo
Production : Mandarin Films
French distributor : Tamasa Distribution


text:
import { errors } from 'arsenal';

import { createBucket } from './apiUtils/bucket/bucketCreation';
import collectCorsHeaders from '../utilities/collectCorsHeaders';
import config from '../Config';
import aclUtils from '../utilities/aclUtils';
import { pushMetric } from '../utapi/utilities';

/*
   Format of xml request:

   <?xml version="1.0" encoding="UTF-8"?>
   <CreateBucketConfiguration xmlns="http://s3.amazonaws.com/doc/2006-03-01/">
   <LocationConstraint>us-west-1</LocationConstraint>
   </CreateBucketConfiguration>
   */

/**
 * PUT Service - Create bucket for the user
 * @param {AuthInfo} authInfo - Instance of AuthInfo class with requester's info
 * @param {object} request - http request object
 * @param {string | undefined} locationConstraint - locationConstraint for
 * bucket (if any)
 * @param {object} log - Werelogs logger
 * @param {function} callback - callback to server
 * @return {undefined}
 */
export default function bucketPut(authInfo, request, locationConstraint, log,
    callback) {
    log.debug('processing request', { method: 'bucketPut' });

    if (authInfo.isRequesterPublicUser()) {
        log.debug('operation not available for public user');
        return callback(errors.AccessDenied);
    }
    if (!aclUtils.checkGrantHeaderValidity(request.headers)) {
        log.trace('invalid acl header');
        return callback(errors.InvalidArgument);
    }
    const bucketName = request.bucketName;

    return createBucket(authInfo, bucketName, request.headers,
        locationConstraint, config.usEastBehavior, log,
        (err, previousBucket) => {
            // if bucket already existed, gather any relevant cors headers
            const corsHeaders = collectCorsHeaders(request.headers.origin,
                request.method, previousBucket);
            if (err) {
                return callback(err, corsHeaders);
            }
            pushMetric('createBucket', log, {
                authInfo,
                bucket: bucketName,
            });
            return callback(null, corsHeaders);
        });
}

redpajama_set_name: RedPajamaGithub


text:
La Scottish Premier League 2005-2006 (denominata per ragioni di sponsorizzazione Bank of Scotland Scottish Premier League) è stata la 109ª edizione della massima serie del campionato scozzese di calcio, disputato tra il 30 luglio 2005 e il 7 maggio 2006 e concluso con la vittoria del , al suo quarantesimo titolo.

Capocannoniere del torneo è stato Kris Boyd ( e, dopo il mercato invernale, ) con 32 reti.

Stagione

Novità
Il , trionfatore della Scottish First Division 2004-2005 rimpiazzò il retrocesso .

Formula
La stagione era divisa in due fasi: nella prima fase le dodici squadre partecipanti si incontrarono tra di loro per tre volte, per un totale di 33 incontri per squadra. Nella seconda fase venivano disputate le poule per il titolo e quelle per la retrocessione: alla poule per il titolo partecipavano le prime sei classificate, alla poule retrocessione le ultime sei; veniva conservato il punteggio della prima fase; in questa seconda fase le sei squadre di ogni girone incontrarono le altre in gare di sola andata per un totale di cinque ulteriori incontri.

Al termine della stagione la squadra ultima classificata retrocedeva.

Squadre partecipanti

Stagione regolare

Classifica finale
Fonte:

Legenda:
      Ammesse alla poule per il titolo
      Ammesse alla poule salvezza

Regolamento:
Tre punti a vittoria, uno a pareggio, zero a sconfitta.
A parità di punti, le posizioni in classifica venivano determinate sulla base della differenza reti.

Poule per il titolo/salvezza

Classifica finale
Fonte:

Legenda:
      Campione di Scozia e qualificata alla fase a gironi della UEFA Champions League 2006-2007.
      Qualificata al secondo turno preliminare della UEFA Champions League 2006-2007.
      Qualificata al primo turno della Coppa UEFA 2006-2007.
      Qualificata al secondo turno della Coppa Intertoto UEFA 2006.
      Retrocessa in Scottish First Division 2006-2007.

Regolamento:
Tre punti a vittoria, uno a pareggio, zero a sconfitta.
A parità di punti, le posizioni in classifica venivano determinate sulla base della differenza reti.

Statistiche

Squadre

Capoliste solitarie

Individuali

Classifica marcatori
Fonte:

Giocatore del mese
Di seguito i vincitori.

Media spettatori
Fonte:

Note

Collegamenti esterni

Calcio nel 2005
Calcio nel 2006
Campionato scozzese di calcio

redpajama_set_name: RedPajamaWikipedia


With more than 50 years in business as Mariner's Inn, and more than a century of family experience in the Madison meat market, the team at Mariner's know a thing or two about serving a perfectly aged and seasoned steak.
An icon located on Lake Mendota, Mariner's Inn serves up some of the best steak and seafood in Madison six days a week. Each steak is hand-cut and aged to their chef's precise specifications in order to consistently deliver outstanding flavor and texture. Mariner's steak dinners come served with house-made bread rolls, soup or salad, and a vegetable or potato.
Dine in their vintage-styled dining room, enjoy a lakefront sunset meal out on their patio, and take an unforgettable dinner cruise on their Betty Lou Cruises boat.
Steak options run the gamut from tenderloin to New York strip to top-cut Sirloin to Porterhouse, bone-in Ribeye, and more!
Seafood options include jumbo shrimp, salmon, lobster, walleye, and their stunning Friday Night Fishfry with Canadian walleye, broiled haddock, and lightly-breaded lake perch.


text:
Мори́н Кэ́трин «Маленькая Мо» Ко́ннолли-Бри́нкер (; 17 сентября 1934, Сан-Диего — 21 июня 1969, Даллас) — американская теннисистка, обладательница Большого шлема за 1953 год в женском одиночном разряде, двенадцатикратная победительница турниров Большого шлема в одиночном, женском парном и смешанном парном разрядах. Член Международного зала теннисной славы с 1969 года.

Спортивная карьера

Коннолли начала играть в теннис в десять лет. В 14 лет она стала самой молодой в истории победительницей юниорского (до 18 лет) чемпионата США. В 1948 году она уже занимала 19 место в рейтинге теннисисток США. В 1950 году, в свой первый год соревнований в турнирах для взрослых, она занимала в этом рейтинге десятую строчку. На следующий год она стала самым молодым игроком сборной США в Кубке Уайтмен, ежегодном командном матче теннисисток США и Великобритании, и самой молодой обладательницей этого трофея. в 1951 году она также выиграла свой первый турнир Большого шлема — Национальный (позже Открытый) чемпионат США, где была посеяна четвёртой. По итогам года агентство «Associated Press» назвало её «Спортсменкой года».

5 июля 1952 года семнадцатилетняя Коннолли стала самой молодой победительницей Уимблдонского турнира с 1905 года, когда турнир выиграла Мэй Саттон. Она также второй раз подряд стала чемпионкой США и второй раз подряд «спортсменкой года» по версии «Associated Press».

Расставшись в 1952 году о своим постоянным тренером Элинор Теннант, в 1953 году Коннолли начала работать с легендарным австралийским тренером Гарри Хопманом, и в ряде турниров она выступала в миксте с его лучшими учениками-мужчинами Хью Лоудом и Кеном Розуоллом. В 1953 году она становится первой и самой молодой в истории до настоящего времени обладательницей Большого шлема: она выиграла чемпионат Австралии, чемпионат Франции, Уимблдон и чемпионат США, отдав соперницам за все четыре турнира только один сет. Её финальный матч на Уимблдоне против Дорис Харт (8–6, 7–5) называют одним из лучших за всю историю турнира. Она также первенствовала на международном турнире в Италии в женском парном разряде с Джули-Энн Сэмпсон. «Associated Press» в третий раз подряд признаёт её «спортсменкой года».

В 1954 году Коннолли не стала защищать свой титул на чемпионате Австралии. Однако она в очередной раз выиграла чемпионат Франции и Уимблдон, при этом победив во Франции во всех трёх разрядах: одиночном, женском парном и миксте. Помимо этого, она выигрывает турнир в Италии в одиночном разряде и в миксте и чемпионат США на грунтовых кортах в одиночном и парном разряде. Этот турнир, к несчастью, стал для неё последним в карьере.

Через несколько недель после победы на Уимблдоне во время конной прогулки 20 июля 1954 года проезжавший мимо грузовик испугал лошадь Коннолли, она сбросила всадницу, и теннисистка сильно повредила ногу. После этого она уже не могла участвовать в соревнованиях, и после выздоровления сменила спортивную карьеру на тренерскую работу и журналистику (см. Личная жизнь).

Всего за четыре года Коннолли выиграла девять турниров Большого шлема в одиночном разряде подряд. Только одна теннисистка в истории, Хелен Уиллс-Муди, имеет в своём послужном списке более длинную цепочку выигранных подряд турниров Большого шлема (15), но она выступала не во всех турнирах и это достижение заняло у неё десять лет, с 1924 по 1933 год.

Участие в финалах турниров Большого шлема (18)

Одиночный разряд (9)

Победы (9)

Женский парный разряд (6)

Победы (2)

Поражения (4)

Смешанный парный разряд (3)

Победы (1)

Поражения (2)

Стиль игры

Коннолли получила своё прозвище «Маленькая Мо» по аналогии с «Большой Мо» — линкором «Миссури», за свои пушечные и безошибочные удары.

Коннолли родилась левшой, но с помощью тренера Элинор Теннант приучила себя играть правой рукой, и со временем удар справа стал её главным оружием. Свою автобиографию она так и назвала — «Удар справа» ().

Обладая сильным и точным ударом, она предпочитала игру на задней линии и редко выходила к сетке, переигрывая соперниц тактически. При этом современники говорят об убийственной мощи её атак и неукротимой воле к победе; бывший теннисный чемпион Тед Шрёдер называл её «убийцей». Сама Морин писала потом, что с помощью Теннант научилась ненавидеть соперниц на корте.

Личная жизнь

Морин Коннолли вырастили мать, Джессамин, и отчим, Огаст Берте. Отец бросил семью, когда Морин была ещё младенцем, и не встречался с ней, пока она не прославилась. Мать и отчим были музыкантами и рассчитывали, что Морин сделает музыкальную карьеру.

Морин любила лошадей и верховую езду и на этой почве познакомилась со своим будущим мужем, Норманом Бринкером, членом олимпийской сборной США по конкуру. Они объявили о своей помолвке 22 февраля 1955 года одновременно с объявлением об окончании спортивной карьеры Морин.

После ухода с корта Морин много времени отдавала популяризации тенниса и тренерской работе. Она также вела спортивную колонку в газете «San Diego Union» и посылала репортажи о теннисных турнирах в другие американские и английские газеты. В Далласе, где поселилась чета Бринкер, она основала Фонд Морин Коннолли-Бринкер, занимавшийся поддержкой молодых теннисистов. В браке с Бринкером она родила двух детей. В 1966 году у неё был диагностирован рак, и в 34 года, 21 июня 1969 года она скончалась.

Перед смертью Морин Коннолли была внесена в списки Международного зала теннисной славы. В её честь назван Континентальный Кубок Морин Коннолли-Бринкер, разыгрываемый среди теннисисток-юниорок.

Примечания

Ссылки

 Морин Кэтрин Коннолли-Бринкер на сайте Международного зала теннисной славы
 Морин Коннолли на сайте Sports.ru

 Encyclopedia of World Biography: Биография Морин Коннолли
 Short Biographies: Biography of Maureen Connolly - Tennis

Умершие от рака желудка
Теннисисты США
Победители Открытого чемпионата Австралии по теннису в женском одиночном разряде
Победители Открытого чемпионата Австралии по теннису в женском парном разряде
Победители Открытого чемпионата Франции по теннису в женском одиночном разряде
Победители Открытого чемпионата Франции по теннису в женском парном разряде
Победители Открытого чемпионата Франции по теннису в смешанном парном разряде
Победители Уимблдонского турнира в женском одиночном разряде
Победители Открытого чемпионата США по теннису в женском одиночном разряде
Члены Международного зала теннисной славы
Похороненные в Далласе


Exact same contact lenses, delivered to our door, for less than you're paying now.
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Home of the world's most watched Yoga TV series. Complete Yoga lifestyle store, with yoga videos, CDs, mats and more.


text:
Sebastian Gärtner (born 3 February 1993) is a German footballer who plays as a midfielder.

References

External links
 Profile at DFB.de
 Profile at kicker.de

1993 births
Living people
Footballers from Nuremberg
German footballers
Germany youth international footballers
Association football midfielders
1. FC Nürnberg II players
1. FC Nürnberg players
1. FSV Mainz 05 II players
SV Waldhof Mannheim players
3. Liga players
Regionalliga players


Disclaimer: Please note that we often include information from outside organisations about classes, events and activities. We do not vet or in any way moderate any of these organisations or activities. We highly recommend that you investigate all these organisations for yourself before using them.


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Practically indestructible, our 2013 Toyota FJ Cruiser 4X4 shown in rugged Iceberg embodies a lifestyle of adventure. Powered by a 4.0 Liter V6 that offers 260hp teamed up with a smooth shifting 5 Speed Automatic transmission for amazing road manners. This Four Wheel Drive achieves near 20mpg on the open road. Whether bashing boulders and crossing streams or just cruising through the carpool lane, you'll feel right at home in our sure-footed FJ Cruiser.
The retro, tough FJ exterior with 9.6 inches of ground clearance allows you to take total control of your vehicle as you take it places most people never knew they could go. Thoughtfully designed for your adventures, the floor is covered in vinyl and the seats are water-resistant. Bluetooth phone and audio connectivity, satellite radio, and iPod/USB audio interface keep you plugged-in to reality while you're off the pavement.
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text:
Boy's death in hot car: An all too common summer tragedy
Nearly every year a child dies from being left in a sweltering car in the unforgiving summer heat
Published: June 09, 2013 17:31 By Faisal Masudi and Aghaddir Ali, Staff Reporters
Child wearing seat belt sitting on the rear seat of the car. Image Credit: Virendra Saklani/Gulf News
Dubai: A three-year-old boy is dead because he was left forgotten inside a baking hot car.
The Yemeni toddler suffocated inside his family car on Friday in Ras Al Khaimah. He had been left behind for three hours in the car parked in the garage. The family had returned home around 2pm after an outing.
The temperature had soared to around 43C on Friday in Ras Al Khaimah, typical of the brutal UAE summer. But what the child felt inside the car would have been much worse.
A 2008 study by the University of Western Australia said that temperatures in parked cars may reach up to 25 degrees Celsius more than the temperature outside the car on a typical sunny day.
Sadly, Friday's shocking incident is not unheard of in the UAE. A number of other children have met a similar tragic end over the years. And residents again face a familiar, morbid question – will there be more such tragedies this summer?
The deadly convergence of circumstances has spelled disaster for families in the UAE and abroad – a lapse by guardians, a locked car, a tender life left behind – all under an unforgiving sun.
The Yemeni boy's family had only realised he was missing in the backseat three hours after they had stepped out of the vehicle and walked into the comfort of their home.
But it had been too late. The unconscious boy died on the way to hospital, where an official said he had died from suffocation and heat.
Police have ruled out any foul play.
This severe emotional pain has afflicted other UAE parents too.
In July 2012, a five-year-old Emirati girl died after her grandmother forgot her in the car for almost two hours while she was visiting a friend in Umm Al Quwain. The grandmother had thought she had gone out with her other grandchildren to the corner shop. She had been tragically mistaken.
The girl's motionless body was found inside the car after a search; she was pronounced dead at the site.
Earlier, in June 2012, a three-year-old Emirati boy died after his family forgot him in the car for almost four hours in Kalba. Again, a lifeless body was carried out from the chocking heat of a car.
It is not just parents or families who suffer blame and guilt; there have been cases of schoolchildren who never made it back home.
In May 2009, a four- year-old Pakistani girl studying in an Abu Dhabi kindergarten died after being inadvertently locked inside a private bus for at least three hours. Her father, who had been frantically looking for her, had finally received a call — to come to the parked bus. He had to see his motionless child slumped on the backseat.
Another four-year-pupil died after he was left locked in his kindergarten van in Abu Dhabi in April 2008.
A year earlier from that incident, in May 2007, a four-year-old girl died of suffocation as she slept in her father's car in sizzling temperatures for 45 minutes in Al Ain. She had slipped back inside the car unnoticed as the family hurriedly prepared for Friday prayers.
Al Ain had then been the country's hottest spot for several days with maximum temperatures reaching above 45C in the daytime.
The temperature can reach 55C in a car parked under the sun for just 30 minutes, a police official had said.
Reports of such incidents have made headlines in the local and regional press, leaving residents shocked – and bewildered at why the tragedies strike almost every summer.
Authorities and experts have been vocal about keeping a close eye on children, especially in such harsh weather.
More From UAE
Why Dubai attractions are top picks in bucket lists
Dubai Police care for woman prisoner's home-alone kids
Super Saturday Mahzooz draw winners take home Dh1.8m


Since the summer of 2015, the Make Fruit Fair! campaign has collected evidence of very serious violations of core labour standards at specific Fyffes' subsidiaries; ANEXCO in Costa Rica and Suragroh and Melon Export SA in Honduras, where a largely female workforce, reliant on temporary seasonal work, is particularly vulnerable.
In the case of Suragroh, Make Fruit Fair partner Banana Link and the International Union of Foodworkers (IUF) has alleged breaches of the UK's Ethical Trading Initiative Base Code for failure to respect unions and pay living wages, and has refused to participate in local mediation to remedy these.
able to retire or finally rest after so many years spent on the plantations.
I have to continue looking for work to survive."
"I got pregnant, and they do not allow pregnancy"
Both cases clearly illustrate that Fyffes is also in breach of OECD Guidelines for Multinational Enterprises for the failure to "Respect the right of their employees to be represented by trade unions".
Fairtrade certified. Although Fairtrade Trader Standards do place ethical requirements on Fyffes in respect to their Fairtrade supply chains, these requirements do not apply to conditions on non-certified farms.
supermarkets – Asda and Lidl – have not responded to our communications. For this reason, the email to Fyffes, that you can sign below, will be copied to these two supermarkets, in the hope that they can use their influence to encourage Fyffes to respect labour standards, wherever they operate.
Sumifru, the banana producing subsidiary of the Sumitomo corporation, is reported to have up to 30,000 employees in its production and trading operations in the Philippines, supplying 30% of the Japanese banana market and their largest plantation near Davao City covers a full 10,000 hectares.
However, despite its branded banana success in Japan, Sumifru has a pretty unenviable reputation in the Philippines on key issues of labour relations, working conditions and occupational health and safety. It even has its own 'anti-body' of trade unions, small growers and civil society organisations specially devoted to trying to rectify the company's alleged violations of national labour laws. The Banana Industry Growers and Workers Alliance against Sumifru - BIGWAS – has, over the last couple of years, been very vocal in highlighting what they consider to be an attitude of laissez-faire and anti-worker practices.
infractions so that they could be corrected and sent the minutes to Tegucigalpa."
- Eder Chavarría – Demoted after seven years, from chief inspector at the Choluteca Regional Labor Office, to a simple inspector for fulfilling his duty, pointing out all the violations of labor and trade union rights committed in the meloneras owned by the Irish transnational Fyffes.
You can read more analysis of the implications of the Fyffes take-over by Sumitomo in the latest edition of Banana Link's Banana Trade News Bulletin.
A recent report by Oxfam in the Philippines - Unmasking the Prejudicial Contracts in the Philippine Banana Industry - details how, banana farmers, most of whom were former workers in banana plantations emancipated through the government's agrarian reform program, have been embroiled in onerous contracts with banana exporters, including Sumifru, such that they get to see very little of their hard work translated into actual economic improvement. Some have been mired in debt for years. In worse cases, some have been driven back to being farm workers – on their own land.


text:
Brown University Press
The Brown University Press dates from the publication of the first volumes of the Brown University Studies series in 1932. David Jonah, Librarian of the University and one of a three-man committee to select works to be published, ran the Press out of his office from about 1957 to 1963, when a full-time staff became necessary. The first Brown University Press Catalog of Books in Print in 1958 listed 33 titles, many in series, as Brown University Studies, Brown University Papers, and Colver Lectures. In June 1964 the Brown University Press was elected to full membership in the Association of American University Presses. The Press, with no printing facilities of its own, used local and European printers. Under the direction of a Bicentennial Publication Committee, a series of volumes, Bicentennial publications: Studies in the Field of General Scholarship, was published between 1962 and 1970. One book which the Brown University Press did not publish was Psychoceramics by Josiah Carberry (Brown University Press, 1945), which was cited in an article by Nicholas Vanserg in American Scientist in June 1958. This hoax did elicit orders for the nonexistent book by the mythical professor.
In 1981 the Brown Press, having published only four books in the preceding five years and facing annual deficits, elected to merge with seven other university publishers in the University Press of New England, which had been founded ten years earlier at Dartmouth. This action allowed the Brown Press, for an annual fee, to turn over to the University Press of New England the responsibility for editing, publishing, and marketing books which might bear the imprint of the University Press of New England or "Published by the University Press of New England for Brown University." Under the new arrangement Professor Stephen Graubard was named the editor for Brown, and was later succeeded by Professor Ernest Sosa.


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PCMag UK Computers & Electronics Laptops Netbooks
MSI Alpha 15 Review
byCharles Jefferies Jan 03, 2020
MSI's all-AMD Alpha 15 gaming laptop combines a Ryzen 7 processor and Radeon RX 5500M graphics for a tempting, affordable alternative in a market dominated by Intel and Nvidia. It brims with high-end features, though it could use quieter cooling fans.
Good-looking design.
AMD Radeon RX 5500M GPU is faster than Nvidia GeForce GTX 1650 in our tests.
Includes per-key RGB configurable keyboard and AMD FreeSync display.
Middling CPU performance.
Overactive, noisy fans.
AMD's Ryzen and Radeon silicon are a popular combo in gaming desktops, but the gaming laptop market hasn't seen much from Team Red. That changes with the MSI Alpha 15 (starts at $899; $999 as tested), which pairs a quad-core Ryzen 7 3750H processor and a 4GB Radeon RX 5500M GPU to go head to head with Intel-based rigs packing Nvidia's GeForce GTX 1650, producing smooth and reliable 1080p gaming performance. Although it doesn't unseat the MSI GL65 9SC as our value-gaming Editors' Choice, you can view the Alpha 15 as a feature-rich, happy medium between that laptop and the Acer Predator Helios 300, our pick in the next (and more expensive) performance tier.
Solving the Value Equation
In addition to the 2.3GHz (4GHz boost) Ryzen 7 3750H CPU and Radeon RX 5500M graphics, my Alpha 15 test unit (model A3DD-004) features 16GB of dual-channel memory, a 512GB PCIe solid-state drive, Windows 10 Home, and a one-year warranty. Its 144Hz full HD display with AMD FreeSync is unique to this configuration; the $899 model (A3DD-003) drops the refresh rate to a still respectable 120Hz.
It's possible to get a notebook sporting a faster 6GB GeForce GTX 1660 Ti at this price, though the models I've seen (such as the Lenovo Legion Y545) tend to skimp elsewhere to keep the price down, usually offering just 8GB of RAM, a 256GB SSD, and a 60Hz screen without Nvidia G-Sync. A per-key RGB backlit keyboard to match the Alpha 15's is usually left out, as well. Overall, this MSI is attractively priced for its specifications and features.
Likable Looks
The silver top half of the Alpha 15 is a refreshing departure from the usual solid black of MSI's gaming notebooks. Most of the build is plastic, including the lid, which is a slight turn-off considering that the budget GL65 9SC uses aluminum for the palm rest. The back of the Alpha 15's lid is made of aluminum, although I'm not a fan of the garish green logo there. It's not backlit by the display and doesn't look like it belongs.
The thin-bezel screen helps keep the MSI down to a trim 14.1 inches wide by 9.8 inches deep. The 1.1-inch thick chassis is a little chunky, but not objectionable on a value-priced gaming laptop like this. The CPU and GPU in this model can draw around 100 watts of power while gaming, so dissipating the resulting heat is easier with a beefier chassis. The Alpha 15 weighed 4.6 pounds on my scale, although MSI's official specifications put it at 5.1 pounds.
A High-Octane Display
The 144Hz full HD (1,920-by-1,080-pixel) screen is an ace in the hole at a price point where a 60Hz refresh rate is more common. The addition of AMD FreeSync technology to reduce glitches or screen tearing is equally big-league given that Nvidia-based notebooks with G-Sync generally run well into four figures.
Praise for the non-touch 15.6-inch screen doesn't stop there: Its picture is bright, with well-saturated colors and no glare thanks to a matte coating. Its in-plane switching (IPS) technology also provides wide viewing angles. You won't find a better display in a gaming laptop at this price.
Physical connectivity is abundant. Along the Alpha 15's sides you'll find Ethernet, HDMI, mini DisplayPort, one USB 3.1 Type-C, and three USB 3.1 Type-A ports, plus headphone and microphone jacks and an SD card reader. A Realtek wireless card supports 802.11ac Wi-Fi and Bluetooth 5.
In an interesting twist, the USB-A ports are backlit in red, a feature you can tweak or disable in the supplied MSI Dragon Center app. Not all of them are well-placed, however; the two on the right edge are in the front corner, as close as they could be to the user. Devices plugged into them have the potential to encroach on external mouse pad territory. The included AC adapter fortunately has a right-angle connector to avoid that.
The laptop offers neither a fingerprint reader nor a face-recognition webcam for Windows Hello logins. There is a 720p webcam, but it's no better than the ones typically found on low- to mid-priced laptops, with average video quality. The Alpha's speakers are also just average, with loud volume but a hollow sound signature that struggles with bass notes.
Every Color, Every Key
The keyboard offers individual key backlighting, a customization cut above the single-color keyboards found on some lesser-priced MSI notebooks. It also integrates with the SteelSeries Engine utility, which isn't supported by all MSI keyboards.
SteelSeries Engine allows you to create profiles for lighting, pattern, and macro settings and integrate the keyboard lighting with supported games such as Counter-Strike: Global Offensive and DOTA 2. As for the typing feel, keystrokes are rubbery yet solid. The keytops are coated in a semi-grippy finish, while their font looks appropriate for a gaming notebook.
There's no left-side Windows key, but a switch in the MSI Dragon Center app lets you flip the functionality of the Fn key on the left with the Windows key. At the top right of the keyboard are two buttons to engage maximum fan speed and launch the SteelSeries Engine app, as well as the power button. The two-button touchpad below the keyboard provides average control and comfort.
The Lone AMD Wolf
Gaming notebooks with AMD Ryzen processors are few and far between, and ones with Radeon dedicated graphics are rarer still. In fact, as I write this, the Alpha 15 is the only gaming laptop I know of with a Ryzen CPU and a discrete Radeon GPU. It should come as no surprise, then, that the competitors I chose for our performance contests all use Intel and Nvidia hardware...
The MSI GL65 is the only other unit here to feature a quad-core CPU and a 4GB GPU. I included the others, all of which have six-core Intel Core i7 processors and 6GB GeForce GPUs, because they're not far off in price from the Alpha 15.
The Alpha 15 placed toward the back of the field in UL's PCMark 10, a benchmark that measures general system performance across web browsing, office productivity, and video streaming duties. The GL65 joined it in a close race. Both scored comfortably above the 4,000 points we consider excellent. All the laptops' fast SSD boot drives aced the PCMark 8 Storage subtest.
The next two tests are CPU-intensive, fully utilizing all available cores and threads. Cinebench R15 yields a proprietary score based on how long it takes to render a complex image, while our Handbrake test puts a stopwatch on systems as we encode a 12-minute clip of 4K video down to 1080p.
The Alpha 15's Ryzen 7 chip is a clear step behind the Core i5-9300H in the MSI GL65, and neither is in the same league as the six-core Core i7s. The Ryzen isn't a slow CPU by any means, but it's less suited to heavy lifting.
This is also evident in our Adobe Photoshop image editing test, in which we use an early 2018 Creative Cloud release of the software to apply 10 complex filters and effects to a standard JPEG image and note the total time required. This test more heavily leverages the computer's RAM, storage, and potentially its GPU in addition to the processor.
We use UL's 3DMark suite to test graphics performance with gaming simulations. Of the two subtests we run, Fire Strike is for gaming PCs while Sky Diver is easier for systems with weaker integrated graphics. The Alpha 15 predictably trailed the faster 6GB Nvidia GPU-equipped laptops in both exercises, but it notched a clear victory over the GL65 and its GeForce GTX 1650. Its 23 percent advantage in Fire Strike is significant.
Our second graphics test is Unigine's Superposition, which uses a different rendering engine for a second take on a PC's graphics performance. The Alpha 15 continued to do well here against the GL65 at higher resolution settings.
For the ultimate test of gaming potential, we'll move on to real games at their middle and maximum image-quality presets. Running at 1080p resolution, we use the built-in benchmarks in Far Cry 5 (at its Normal and Ultra presets) and Rise of the Tomb Raider (at its Medium and Very High settings). The first game uses DirectX 11, while we flip the Lara Croft adventure to DirectX 12.
The Alpha 15's earlier advantages over the GL65 are less pronounced here, though I'm not entirely sure that Rise of the Tomb Raider benchmarked correctly—I can testify firsthand that the game ran beautifully at the Very High preset, which I couldn't say about the GL65 when I tested that machine. Even setting that aside, the numbers clearly indicate that the Radeon RX 5500M is a stronger choice than the GeForce GTX 1650.
For our last benchmark, we measure a laptop's unplugged runtime while playing a locally stored video with screen brightness at 50 percent and audio volume at 100 percent. We use Windows' energy-saving rather than balanced or other power profile where available, turn off Wi-Fi, and even disable keyboard backlighting to squeeze as much life as possible out of the system.
The Alpha 15 cleared the five-hour mark in a respectable showing for a gaming laptop. It's able to switch to its CPU's Radeon RX Vega 10 integrated graphics to stretch battery life when the Radeon RX 5500M isn't needed.
Good (But Loud) Cooling
The Alpha 15's cooling system does a reasonable job of keeping its temperatures under control. The hottest part of the keyboard peaked at just under 100 degrees F while I was gaming, as seen here by our FLIR One Pro thermal camera:
Meanwhile, the GPU-Z software I use to track component temperatures reported that the Radeon RX 5500M and the Ryzen 7 3750H both stayed in the mid-60 degree C range, which is low for components of their caliber in the confined space of a laptop. The twin cooling fans get plenty of air intake from under the chassis:
Most of the air is sent out the back, with some going out the left edge as well.
The fans aren't quiet about doing their job, even at low speed. They can be distracting in a quiet environment because of their tendency to switch on and off; I'd much rather they stay on at a constant low speed, which would be easier to ignore. Fan noise while gaming is mostly constant, but well above the level of ambient household background sound. Fortunately, the noise doesn't have a high pitch; it's mostly the sound of air rushing through the vents.
An Excellent AMD Value
The Alpha 15 is an upscale pick among affordable gaming laptops. Its allure comes from being well-rounded and not skimping on features to limbo under the $1,000 line. As such, it's not the least expensive gaming rig out there, but it gives you a lot of value for what it costs over a notebook like the GL65 9SC. Where most budget gaming notebooks make do with a one-color keyboard and a 60Hz screen, the Alpha 15 packs a customizable per-key RGB-backlit keyboard and a 144Hz FreeSync panel. It also has 16GB of RAM instead of the usual 8GB for superior multitasking.
Thanks to its Radeon RX 5500M GPU, the Alpha also has stronger gaming performance than GeForce GTX 1650-equipped machines despite the fact that its Ryzen 7 CPU is a little slower than competing Intel chips. Nvidia laptop shoppers will be tempted by systems with the considerably faster GTX 1660 Ti, but most of those tend to skimp on premium features.
Fan noise is a downside for the Alpha 15, but that's true of a lot of gaming laptops. A pair of headphones is more or less required for engaging sound since its speakers aren't the best, anyway.
Outside of that, the MSI has no major drawbacks, even achieving reasonable battery life in our rundown. Look to it for an alpha-dog value among budget gaming notebooks.
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Home » Immigration Blog » Luxembourg: Updates to Inbound Non-Essential Travel and Vaccine Certificates
Luxembourg: Updates to Inbound Non-Essential Travel and Vaccine Certificates
Travelers from Bahrain and the United Arab Emirates (UAE) may enter Luxembourg for non-essential travel starting 29 Oct 2021
Vaccine certificates issued in Armenia and the United Kingdom will also be considered equivalent to certificates issued in a Member State of the EU or Schengen Area
Luxembourg has adopted an EU Council Recommendation on temporary restrictions on non-essential travel. Under these changes, the list of travelers who can enter Luxembourg has been updated and will go into effect beginning on 29 Oct 2021.
Travelers originating from Bahrain and the UAE will now be allowed to enter Luxembourg for non-essential travel. For a complete list of countries with travelers eligible to enter Luxembourg, including for non-essential travel, click here.
Additionally, vaccine certificates issued in Armenia and the United Kingdom will also be considered equivalent to certificates issued in a Member State of the EU or Schengen Area. For a list of equivalent vaccination certificates, click here.
Continue to check the Luxembourg government website for updates on countries added to the non-essential entry list and Envoy's website for additional information.
Australia: Guidance for Inbound Travelers Vaccinated Outside of Australia
Australia released new guidance concerning vaccination certificates for travelers vaccinated outside of the...
Sweden: Extension of Entry Restrictions and Exemptions for Fully Vaccinated Travelers
The Swedish government announced that the current entry restrictions will be extended until for internation...


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Le bailliage de Lausanne est un des bailliages bernois dans le Pays de Vaud. Il est créé en 1536, après la conquête du Pays de Vaud par Berne. Il dure jusqu'en 1798, puis est remplacé par le district de Lausanne. Lausanne est un bailliage de première classe, c'est-à-dire que c'est l'un des bailliages qui rapportent le plus.

Histoire
Le bailliage de Lausanne est créé en 1536 à partir d'une grande partie du territoire de la principauté épiscopale de Lausanne. Il est divisé en châtellenies, parmi lesquelles Glérolles et Corsier. La mayorie de Lutry (office héréditaire aux mains de la famille Mayor de Lutry) est supprimée en 1597 et est remplacée par deux châtellenies : Cully (ou Villette) et Lutry.

De nombreux fiefs dépendent du bailliage de Lausanne, notamment les coseigneuries de Corsier. La coseigneurie de la famille Champion est achetée par Berne en 1547.

Baillis
Le bailliage est dirigé par un bailli, nommé pour quatre ans, assisté d'un lieutenant-baillival, nommé à vie.

Parmi les lieutenant-baillivaux, on peut citer Jean-Daniel de Crousaz et Isbrand de Crousaz.

Les baillis sont, selon le Dictionnaire historique du canton de Vaud :

 1536-1541 : Sebastian Nägeli ;
 1541-1546 : Anton Tillier ;
 1546-1553 : Hans Frisching ;
 1553-1557 : Hieronymus Manuel ;
 1557-1564 : Petermann von Erlach ;
 1564-1572 : Petermann de Watteville
 1572-1578 : Jacob Wyss
 1578-1581 : Jean de Watteville
 1581-1588 : Michel Augsbourger
 1588-1594 : Marquard Zehender
 1594-1600 : Jean-Rodolphe Wurstemberger
 1600-1606 : Wolfgang Michel
 1606-1612 : Jean-Antoine Tillier
 1612-1618 : Jean Steiger
 1618-1624 : Béat-Louis Michel
 1624-1630 : Marquard Zehender
 1630-1636 : Burkhard Fischer
 1636-1642 : Guillaume de Diesbach
 1642-1648 : David Müller
 1648-1650 : Jean-Antoine Tillier
 1650-1656 : David de Büren
 1656-1662 : César Lentulus
 1662-1668 : Bernard Tscharner
 1668-1674 : Gabriel Wyss
 1674-1680 : Daniel Imhof
 1680-1686 : Samuel Bondeli
 1686-1692 : Abraham Stürler
 1692-1698 : Sigismond Willading
 1698-1702 : Nicolas Tscharner
 1702-1707 : Sigismond Steiger
 1707-1713 : Jean-Jacob Sinner
 1713-1719 : Antoine Hackbrett
 1719-1725 :  Emanuel Willading
 1725-1731 : Gabriel Gross
 1731-1737 : Charles Hackbrett
 1737-1743 : Philippe Magran
 1743-1749 : Frédéric Ryhiner
 1749-1755 : Samuel Mutach
 1755-1755 : Nicolas <lombach
 1755-1763 : Albert Tscharner
 1763-1769 : David Jenner
 1769-1775 : Louis-Vincent Tscharner
 1775-1781 : Béat-Louis-Nicolas Jenner
 1781-1787 : Béat-Albert Tscharner
 1787-1793 : Gabriel-Albert d'Erlach
 1793-1798 : Louis de Büren

Notes et références

Articles connexes
 Administration bernoise du Pays de Vaud
 District de Lausanne

Bibliographie

Ouvrages

Liens externes

Lausanne


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Луций Валерий Флакк (; III век до н. э.) — римский военачальник и политический деятель из патрицианского рода Валериев, основатель ветви Валериев Флакков. Был консулом в 261 году до н. э., командовал римской армией на Сицилии во время Первой Пунической войны.

Происхождение
Луций Валерий принадлежал к одному из самых знатных патрицианских родов Рима. Легендарный прародитель Валериев был сабинянином и переселился в Рим вместе с соправителем Ромула Титом Тацием. Его потомок Публий Валерий Публикола стал одним из основателей Римской республики и консулом в первый год её существования, и в дальнейшем Валерии регулярно появлялись в Капитолийских фастах.

Луций стал первым носителем когномена Флакк (Flaccus). Консульские фасты сообщают, что его отец и дед носили тот же преномен — Луций.

Биография
Луций Валерий упоминается в источниках в связи с событиями 261 года до н. э., когда он был консулом совместно с плебеем Титом Отацилием Крассом. Ключевую роль при его избрании могла сыграть поддержка его сородича Мания Валерия Максима Корвина Мессалы и брата Красса Мания Отацилия, которые были консулами за год до этих выборов. В это время продолжалась война с Карфагеном, и коллеги возглавили сицилийскую армию. Благодаря победе, одержанной их предшественниками при Акраганте, Луций Валерий и Тит Отацилий действовали успешно: большая часть городов острова, удалённых от побережья, подчинилась Риму. Остальные же города поддерживали Карфаген, но только из страха перед его флотом.

Источники сообщают, что во время кампании 261 года до н. э. четыре тысячи галлов, служивших в карфагенской армии, решили перейти на сторону Рима из-за невыплаты им жалованья. По данным Иоанна Зонары, карфагенянами командовал Гамилькар Барка (в историографии этот вариант считают недостоверным), согласно Диодору Сицилийскому — Ганнон. Этот военачальник, узнав о планах наёмников, пошёл на хитрость: он пообещал им деньги и отправил за добычей, а сам известил римское командование через перебежчика, где оно сможет перехватить галлов. Римляне окружили этот отряд и полностью перебили. В результате они потеряли потенциальное подкрепление и к тому же сами понесли потери.

Во время консульства Луция Валерия римляне активно строили свой военный флот, вышедший в море уже в следующем году.

Потомки
Луций Валерий стал основателем ветви Флакков. Носители этого когномена были с середины III по середину I вв. до н. э. наиболее могущественной ветвью Валериев (наряду с Мессалами) и достигали консульства в каждом из шести поколений. Сыном Луция Валерия был Публий Валерий Флакк, консул 227 года до н. э.

Примечания

Источники и литература

Источники

Литература

Валерии Флакки


text: a column* 25 Are you tired of bad news about the progress of the war? Here are a few figures which should make you a tinier bit happier,then altho they concern an entirely different sort of war: the struggle fans are making to keep their collections of the prozines fairly complete. According to my calculations, there aren't quite so many prozine issues being published this year. These statistics aren't precise, since they've been done mostly from memory, but slight errors should have cancelled one another out fairly well. I find that there were 108 issues of professional stf.. weird, and fantasy magazines dated 1940, and 104 dated 1941. During 1942, there should be fewer. Assuming that all prozines will continue putting out issues at the same frequency as when this is written, and disregarding possible future issues of Stirring Science during 1942, there'll be at the end of the year only 93 issues. That still is quite a few more than back in the legendary days of 1937 and thereabouts, when there were only 36 issues per year, and the total cost of this year's editions should turn out to be the same as last year's, since Amazing, Unknown, Astounding, and Fantastic Adventures each cost a nickel more per throw. Too, those figures don't count things like England's Tales of Wonder, Canada's Eerie, or British reprint editions of American prozines. And now we shall see whether fandom has a very small prophet all its own, I here and now trudge out on a limb and predict that by the last months of 1943 (barring end of the war before then) there will be not more than six, and as few as four, regularly appearing professional stf, weird, and fantasy magazines. I'm not rash enough to cite chapter and verse, of course: if I predicted which magazines would still be appearing then, and how frequently they'd be coming out, I'd either make myself ridiculous by being wrong, or if I turned out to be right would be worried by newspapers all the time, desiring my prophecies. However, I think that Street & Smith, Ziff-Davis, and Standard should each have one prozine of the type in which we're interested surviving by then; beyond that - well, just wait and see what happens. This crystal ball is getting pretty hot from overwork. * Speaking of prophets, some comment of the predictions of two might be interesting. I recently ran across two issues of Scientifan, each of which contains an article of comment and prophecy on the fan field. Sam Moskowitz and Doc Lowndes wrote the articles. Both were, to put it mildly, inclined to see things from personal points of view, but the prejudices balanced one another. To quote from the articles, including correct as well as missed predictions, and remember that these articles were written in 1939: Moskowitz: "...the success of 'New Fandom' is a foregone conclusion. If the club did nothing else in the next two years but rest on its laurels, it would still maintain its position of Fantasy Footnotes by Harvey Warner Jr.


text:
Q: Stuck on put player in the board I am doing a game in C, I have a board with dimensions generated by the user, where the Xs are the randomly generated 'trees', I am trying to enter the players J1 and J2 who would be who are going to play, I want it in opposite corners, for example if the board is 9x9, J1 should be at 9a and J2 at 1i.
I tried putting  tablero[i = TamTablero] [j = 0] = 'J1' in the code, but that didn't work. And the same for J2. I've been stuck here for quite a while.
Here is my code, where TamTablero means BoardSize:

int main() {

    int TamTablero=0;

    printf("Ingrese el area del bosque donde va a jugar: ");
    scanf("%d", &TamTablero);

    char tablero[TamTablero][TamTablero];

    int i,j;

    for(i = 0; i < TamTablero; i++)
       for(j = 0; j < TamTablero; j++)
           tablero[i][j] = '*';

    srand (time(NULL));

    int arboles = 0;

    while(arboles < TamTablero + 3){

       i = rand() % TamTablero;
       j = rand() % TamTablero;

       if( tablero[i][j] != 'X'){

            tablero[i][j] = 'X';
            arboles++;
       }
    }

    printf("\n   ");

    for (j=0; j<TamTablero; j++)

        printf(" %c", 'A' + j);

        printf("\n");

    for (i=0; i<TamTablero; i++){

        printf("%d |", i+1);

        for (j=0; j<TamTablero; j++){

            printf(" %c", tablero[i][j]);
       }

        printf(" \n");
   }

 return 0;

} ```

A: You can add the players when you're creating the board:
for(i = 0; i < TamTablero; i++) {
    for(j = 0; j < TamTablero; j++) {
        // Add J1
        if (i == 0 && j == 0)
            tablero[i][j] = '1';    // Player 1
        else if (i == TamTablero - 1 && j == TamTablero - 1)
            tablero[i][j] = '2';    // Player 2
        else
            tablero[i][j] = '*';    // void
    }
}

A: You have declared tablero as an array of characters, in particular single characters. If you want to do tablero[i][j] = "J1", you will have to declare tablero as an array of strings, or char * in C.

redpajama_set_name: RedPajamaStackExchange


text:
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Loren R. Beckler, 64, of Hermosa passed away Friday, March 13, 2020 at Monument Health's Hospice House in Rapid City, SD.
Loren was born on January 27, 1956 at St. Luke's Hospital to Doris M. Beckler Engel and Everett W. Beckler in Aberdeen where he grew up on their family farm. He was a graduate of Aberdeen Central High School in 1974.
Loren will be dearly missed by his four daughters, Heather Beckler of Woodland Hills, CA; Stacy Beckler and her son Ben of Colorado Springs, CO; Kimberly and Jennifer Beckler of Huron, SD; and one step-daughter Brenda Gabel of Los Gatos, CA. He is survived by his siblings Allen (Joyce) Beckler of Aberdeen, SD, Wayne (Jean) Beckler of Rapid City, SD, Darlene Dunwoody of Aberdeen, SD, Eileen Kriech of Aberdeen, SD, and Charlene (Neil) Johnson of Aberdeen, SD.
He was preceded in death by his beloved wife Diane (Gabel) Beckler; his parents Everett and Doris Beckler; niece Brenda Beckler, nephew Matthew Dunwoody, and brother-in-law Gary Dunwoody.
Words of sympathy and condolences can be made through Behrens-Wilson Funeral Home website.
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