url
stringlengths 15
1.48k
| date
timestamp[s] | file_path
stringlengths 125
155
| language_score
float64 0.65
1
| token_count
int64 75
32.8k
| dump
stringclasses 96
values | global_id
stringlengths 41
46
| lang
stringclasses 1
value | text
stringlengths 295
153k
| domain
stringclasses 67
values |
|---|---|---|---|---|---|---|---|---|---|
https://www.ourstneots.com/huntingdonshire-mp-jonathan-djanogly-opens-exciting-new-workspace-in-st-neots/
| 2023-03-31T07:12:08 |
s3://commoncrawl/crawl-data/CC-MAIN-2023-14/segments/1679296949573.84/warc/CC-MAIN-20230331051439-20230331081439-00189.warc.gz
| 0.964977 | 429 |
CC-MAIN-2023-14
|
webtext-fineweb__CC-MAIN-2023-14__0__94473921
|
en
|
Huntingdonshire MP Jonathan Djanogly opens exciting new workspace in St Neots
St Neots town centre was a hive of activity on Friday 4th December, with the official opening of new town centre workspace by Huntingdonshire MP Jonathan Djanogly. The hour long reception to officially open The Workstation, St Neots also saw a large number of high profile local stakeholders in attendance in support of this new offer to start ups and established small businesses in the town.
The Workstation, housed in Bellingham House on the corner of Cambridge Street and Huntingdon Street, offers a number of serviced office suites, meeting space and flexible Coworking Hot Desk options. It is already home to 10 successful small businesses and professionals, thanks to its innovative approach and flexible business options.
Speaking at the opening of the event, Jonathan Djanogly said: “Small businesses are such an important part of the local Huntingdonshire economy and I am pleased to officially open The Workstation St Neots today. The immediately popularity of the Workstation St Neots really is testament to a strong and vibrant business community in the town and I wish the building and the businesses who work here every future success. ”
The event also featured a speech by local business owner George Zitko from Zitko Consulting and was attended by over 30 local stakeholders including the Mayor and Mayoress of St Neots, the Federation of Small Businesses and the Cambridgeshire Chamber of Commerce. Businesses that work from the building also showcased details of their work to the invited guests in a dedicated exhibition area.
Speaking about its new investment in St Neots, Dominic Palmer from the Workstation Group said: “We specifically chose St Neots as the new location for our property portfolio as it was clearly evident in our research that the town has a hugely vibrant small business community, which continues to grow. The Workstation St Neots offers these people a place to work, to network and to ultimately grow their businesses and we are so very excited to be providing such high quality office space to support that.”
|
economics
|
https://nupark.dk/arrangement/baeredygtig-forretningsudvikling-konference-27-11/
| 2018-11-16T14:07:35 |
s3://commoncrawl/crawl-data/CC-MAIN-2018-47/segments/1542039743046.43/warc/CC-MAIN-20181116132301-20181116154301-00159.warc.gz
| 0.784569 | 757 |
CC-MAIN-2018-47
|
webtext-fineweb__CC-MAIN-2018-47__0__76316279
|
en
|
Bæredygtig forretningsudvikling Konference 27/11
Via bæredygtighed til vækst - konference på engelsk med hovedtaler Annabeth Aagaard, Direktør for Center for Business Development.
27. november, 2018 kl. 09:00
Auditoriet, Nupark 51
SDGs as drivers for business innovation and growth for SMEs and start-ups
Download officiel indbydelse her.
How contributing to the UN Sustainable Development Goals (SDGs) delivers results to both small and medium-sized companies and start-ups.
Date & time: 27th November 2018, 09:00 to 15:00
Location: Nupark 51, 7500 Holstebro, Denmark
09:00 – 09:30 Welcoming and registration
09:30 – 09:45 Opening remarks from Søren Olesen,
09:45 – 10:30 Management and business development linking sustainability and profit. Speaker: Annabeth Aagaard, Director of Center for Business Development.
10:30 – 10:50 Coffee / tea break
10:50 – 11:05 How the SDGs, and sustainability in general, are changing the way businesses operate and consumers / companies / governments purchase products.
Speaker: Douglas Marett, CEO, GH Sustainability A/S
11.05 – 11:25 Company Case Story: KLS PurePrint – How a printing company’s focus on sustainability lead to growth and profitability, and a position as one of the world “greenest” printing companies. Speaker: TBA, KLS PurePrint A/S
11:25 – 12:00 How the Global Compact Network Denmark works to influence greater contribution to the SDGs from Danish companies large and small. Speaker: To be announched, Global Compact Network Denmark
12:00 – 12:45 Lunch and networking
Afternoon Session A – Start-ups
12:45 – 13:15 When a different business model and mindset is needed, starting up with sustainability. Speaker: TBA
13:15 – 13:45 Company Case Story: How the startup XXX integrated sustainability into its business model. Speaker: TBA,
13:45 – 14:15 Company Case Story: How the startup XXX integrated sustainability into its business model. Speaker: TBA,
14:15 – 14:45 How regional partnerships are supporting sustainable practices and growth in companies. Speaker: Stine Kirstein Junge, SDG Accelerator with UNDP
14:45 – 15:00 Closing remarks
15:00 Afternoon networking (with served refreshments)
Afternoon Session B – Sustainable production and materials
12.45 – 13.15 Materials of the future, latest news. – Speaker: TBA. DMN – Danish Materials Network
13.15 – 14.00 Introduction to exotic materials and the possibilities they provide. Speaker: Johan Larsen, Engineer, DAMRC – Danish Advanced Manufacturing Research Center
14.00 – 14.45 Nanomaterials, from laboratory to big business – Speaker: Leif Christensen, Ph.D. Danish Technological Institute
14.45 – 15:00 Closing Remarks
15.00 Afternoon networking (with served refreshments)
Registration: Send an e-mail to [email protected] including your name, company name, e-mail and phone number.
Questions? Contact: Allan Hedegård, Director of Nupark Innovation A/S, Phone: 9612 7200 or e-mail: [email protected]
|
economics
|
https://petersonsharley.com/news-article/36147/how-the-microchip-shortage-is-impacting-the-motorcycle-industry
| 2024-04-19T19:47:23 |
s3://commoncrawl/crawl-data/CC-MAIN-2024-18/segments/1712296817442.65/warc/CC-MAIN-20240419172411-20240419202411-00393.warc.gz
| 0.955052 | 823 |
CC-MAIN-2024-18
|
webtext-fineweb__CC-MAIN-2024-18__0__42699449
|
en
|
How the Microchip Shortage is Impacting the Motorcycle Industry
You may have already noticed that motorcycle inventories across Miami, the greater South Florida region, and the United States as a whole are constricting faster than you can pop a wheelie. Offers for your used motorcycle may have come pouring in. You may have looked online for new Harley-Davidsons and wondered why the inventories seem so low. One word: microchip.
Or more specifically, a global shortage of semi-conductors. Thousands of these semi-conductors (also known as microchips) are needed to assemble one Harley-Davidson. The shortage of these microchips are a direct result of the COVID-19 pandemic and its forced shutdowns of factories and suppliers. Now that production is slowly starting to rebound, there is a massive backlog of motorcycle and automobile manufacturers looking to get their hands on the technology so they can keep up with demand.
Used Motorcycles Are at a Premium
Typically, higher demand and lower supply produce higher prices. This isn’t great news if you’re looking to buy a motorcycle, but it is if you’re looking to sell your used Harley-Davidson (or any motorcycle brand, really). In fact, this is one of the best times in history to sell your used motorcycle.
Motorcycle dealerships need to keep generating revenue for the company and for the sale steams they employ. If dealerships can’t get enough new product on the showroom floor, the alternative is to try and grow their used motorcycle inventory. And because of the microchip shortage, motorcycle dealerships like Peterson’s Harley-Davidson are offering Miami riders some of the best prices that have ever been seen.
But how did the COVID-19 pandemic cause this shortage exactly? Starting in 2020, the pandemic completely upended the market and global economy. People drove less since they were working from home and thus, people were buying less. This caused motorcycle manufacturers to cancel their semiconductor (microchip) orders to suppliers. As soon as the demand started to increase, those manufacturers were pushed to the end of the line. And factories have not been able to keep up with the sudden burst of microchip demands.
The microchip shortage for the motorcycle industry is expected to continue into 2022 or even 2023. Though it sounds ominous, the good news is that demand continues to climb for motorcycles, which is a welcome thought for motorcycle manufacturers and dealerships like Peterson’s Harley-Davidson. However, inventory is needed on motorcycle dealership lots to leverage the demand.
Ultimately, this is all great news for those wanting or considering selling their motorcycles. Peterson’s Harley-Davidson is offering the best prices in its history to Miami and South Florida motorcycle riders looking to sell their bikes. And before you ask yourself “I’ve sold my Harley-Davidson for great money, but how can I get a new bike with these prices?” Peterson’s Harley-Davidson makes it easy to trade in your used motorcycle for a new one.
In-house financing with competitive rates and terms that fit your budget are readily available. Free insurance quotes tailored for motorcycles are also offered by the Peterson’s Harley-Davidson sales team. And to keep you completely covered, Peterson’s Harley-Davidson offers other financial products and benefits such as GAP coverage, payment protection, extended warranties, and preferred maintenance plans. Sell your used motorcycle today and let us arrange credit financing with a minimum down payment (and approved credit) so you can get the best deal for your current motorcycle and ride off into the Miami sunset with a brand-new Harley-Davidson® .
If you’re ready or just thinking about selling your motorcycle, click here for a free no-obligation quote. You can also stop by our Harley-Davidson dealership in Miami (Miami Gardens) and our South Miami location (Cutler Bay).
|
economics
|
http://www.notioncapital.com/news/introduction-notion-capital/
| 2017-01-20T07:43:09 |
s3://commoncrawl/crawl-data/CC-MAIN-2017-04/segments/1484560280801.0/warc/CC-MAIN-20170116095120-00467-ip-10-171-10-70.ec2.internal.warc.gz
| 0.847786 | 110 |
CC-MAIN-2017-04
|
webtext-fineweb__CC-MAIN-2017-04__0__58078314
|
en
|
Join our network of 1000+ subscribers to keep updated with our new investments, partner insights and portfolio news.
Notion Capital Managers LLP (registered address: 91 Wimpole Street, Marylebone London W1G 0EF) is authorised and regulated by the Financial Conduct Authority (FRN number: 565008).
The fund is supported by the European Union through the Competitiveness and Innovation Framework Programme (“CIP”).
© 2017 Notion Capital Ltd. All rights reserved. Site by DESIGNOPOLY
|
economics
|
https://abelmed.com/landingpages/eClaims
| 2023-09-28T00:54:29 |
s3://commoncrawl/crawl-data/CC-MAIN-2023-40/segments/1695233510334.9/warc/CC-MAIN-20230927235044-20230928025044-00650.warc.gz
| 0.94108 | 168 |
CC-MAIN-2023-40
|
webtext-fineweb__CC-MAIN-2023-40__0__228290869
|
en
|
eClaims is a web-based system that provides your patients additional value and lower out-of-pocket expenses. Eligible extended healthcare providers can conveniently capture and submit insurance claims or estimates (predetermination of benefits) online on behalf of their patients at the point of care.
Depending on the insurer's offering, the submission could adjudicate automatically, with confirmation on coverage, types of expenses claimed and provider eligibility. In that case, you will immediately receive a notice of the result of the transaction to share with the patient.
Patients can pay you the full amount with the confidence in knowing what and when they will be reimbursed. Alternatively, if you choose, they can pay you only the deductible and assign payment of benefits directly to you. You have peace of mind in knowing you will be paid in full for your services.
|
economics
|
https://www.project-sonder.eu/demo-sites/demo-site-vienna/
| 2024-04-17T21:45:49 |
s3://commoncrawl/crawl-data/CC-MAIN-2024-18/segments/1712296817181.55/warc/CC-MAIN-20240417204934-20240417234934-00886.warc.gz
| 0.949825 | 345 |
CC-MAIN-2024-18
|
webtext-fineweb__CC-MAIN-2024-18__0__170241796
|
en
|
Vienna Business District South (Austria)
Started in 2012 as Standpunkt Liesing
Over 100 measures to conserve resources
In Austria, the Vienna Business District South is one of Austria largest single business districts with more than 700 companies from a wide range of sectors. Vienna Business District South is already frontrunner in aspects such as installing PV, testing smart meters or rolling out E-mobility. Automatisation, storage and collective self-consumption provide opportunities for Vienna Business District South to widen its market portfolio by connecting present and future industry customers. Also Vienna Business District South wants to understand the attractiveness of integrated services to customers and test new business opportunities and services. This is also part of a wider company initiative that aims to provide service, innovation and sustainability to the whole Industry quarter.
The activities of the Vienna Business District South aim to actively shape the development of the business areas in Vienna, to make them more attractive and to ensure that their development is tailored to the requirements of business developments. Therefore, VBD South acts in cooperation with the project partners Vienna Chamber of Commerce, Vienna Business Agency and the district planning and zoning department as an interface between the companies in the business areas of the 10th, 12th, 14th and 23rd districts and the district policy. The Vienna Business District management acts in the south of Vienna as a central hub for cooperation strengthening, information and consulting services as well as innovation development. In addition, the entrepreneurial use of resource-saving technologies, such as the installation of photovoltaic systems, is promoted and supported. For this cause, the Vienna Business District South connects companies and finds synergies.
|
economics
|
http://mayerswelldrilling.com/about-us/4966232
| 2019-01-23T15:46:43 |
s3://commoncrawl/crawl-data/CC-MAIN-2019-04/segments/1547584334618.80/warc/CC-MAIN-20190123151455-20190123173455-00272.warc.gz
| 0.95953 | 906 |
CC-MAIN-2019-04
|
webtext-fineweb__CC-MAIN-2019-04__0__116493604
|
en
|
Serving Bucks, Montgomery, Chester, Delaware,
Berks, Lehigh, Northampton, Monroe, and Carbon Counties
Todd’s first challenge became shortly after the acquisition in 2001. With the tragic events of 911, and the dependency on foreign oil, Todd recognized the importance of utilizing domestic renewable energy. Although Mayers' office has had Geothermal Heat since 1976, Todd became committed to educating himself and his employees using the most innovative resources. Geothermal systems are a well established means of providing cost-effective heating and cooling for residential and commercial use. In the last twenty years, the technology associated with geothermal systems has been greatly refined and is popular throughout the United States. Geothermal Loop Systemsoffer "savings from the ground up." Todd is committed to the evolving industry and works with customers and developers to find the most cost effective solutions.
In 2002, Mayers Well Drilling became a full-service water well operation as a result of acquiring a hydrofracutrer. Hydrofracturing is a cost effective option that gives us and our customers the ability to increase well yields without drilling a deeper hole.
Todd Mayer prides himself on his honesty and knowledge of the well drilling industry.
From 1937 to the present Mayers Well Drilling has provided new technology with old-world workmanship.
The Mayers, and their staff look forward to the opportunity to serve all of your water well needs in the future.
• Guaranteed Workmanship and Materials
• We Inspect Your Property and Provide a Free Estimate
• Providing Complete Insurance Coverage While on the Job
• Municipal Systems
• High-Capacity Water System Installations
• Pump Sales & Service
• Water Treatment Equipment & Service
• Water Softeners
• Water Conditioners
• Skilled Service Technicians
PROVIDING EXPERT, PROMPT, & ECONOMICAL SERVICE TO ALL OF SOUTHEASTERN PENNSYLVANIA
CERTIFIED SPECIALISTS BY THE NATIONAL GROUND WATER ASSOCIATION
Building Relationships on Principals of Respect & Mutual Benefit
Trust our fully licensed and insured experts.
With more than 70 years of experience and thousands of satisfied customers, Mayer’s Well Drilling has earned an outstanding reputation in the ground water business.
Mayer’s Well Drilling is capable of handling any size job, from domestic to large municipalities.
Mayer’s Well Drilling was founded in 1937 by Joseph Mayer.
In 1927 Joseph Mayer worked with a well driller to develop well water for the family farm located near Spinnerstown, PA.
By 1937 Joseph owned and operated his own drilling equipment.
In 1951 he purchased the first rotary drill rig in Easton, PA. Joseph’s acquisition took Mayer’s Well Drilling to a comprehensive new level.
Even though some cable tool rigs are still in use today, most of Mayer’s original equipment was retired in the mid 1950s.
Terry Mayer and his wife, Eileen, purchased the business from Terry’s father, Joseph Mayer, in 1964.
Terry and Eileen recognized the potential of their company and wasted no time in expanding the company to new heights. Appreciating that the future of the company relied on diversification and education, Mayer’s Well Drilling took on new endeavors. In the mid1960s, Mayers drilled elevator shafts. In the early 1970s, they further expanded to drill most of the guard rails on our Pennsylvania highways during the housing boom. In the later 1970s, the demand for domestic water wells tripled. In response to this increase, Mayers partnered with many large developers and started to specialize in municipal well and pump stations.
With the recession in the 1980s, the housing market was halted. Oil prices peeked to all time highs and Mayers identified the need to educate and diversify once again. The Mayers ventured into drilling and servicing the oil and gas industries.
As the years passed and their company expanded, Terry and Eileen continued the exceptional customer service to insure Mayers' reputation for future generations.
Todd Mayer, Terry Mayers' son eventually acquired the collective business from his parents in 2001.
Over the past 24 years, Todd Mayer has not only gained experience and knowledge from his father and grandfather but he receives continuous education through industrial seminars where theories and applications are studied.
|
economics
|
https://www.mwfenceco.com/about/
| 2024-04-20T14:17:46 |
s3://commoncrawl/crawl-data/CC-MAIN-2024-18/segments/1712296817650.14/warc/CC-MAIN-20240420122043-20240420152043-00562.warc.gz
| 0.960554 | 160 |
CC-MAIN-2024-18
|
webtext-fineweb__CC-MAIN-2024-18__0__47288597
|
en
|
MW Fence Co, LLC is a customer-centric fence company specializing in the sales and installation of high-quality fence products for residential, commercial, industrial, and governmental clients in the surrounding Joplin metro area.
MW Fence Co started out in the early 2000s as MW Construction. Micah Woodward, owner, quickly saw the need for fence solutions in the area and fell in love with providing those top-notch services to his growing clientele. Fast forward to 2024, and MW Fence Co has evolved with the changing needs of the community, providing the same quality of service on a much larger scale. MW Fence Co now conducts business with 14 well-rounded individuals, including four full-time installation crews, a fabrication facility, a sales team, and office staff.
|
economics
|
https://www.nicjkoz.com/
| 2019-12-15T20:25:17 |
s3://commoncrawl/crawl-data/CC-MAIN-2019-51/segments/1575541310866.82/warc/CC-MAIN-20191215201305-20191215225305-00175.warc.gz
| 0.932405 | 421 |
CC-MAIN-2019-51
|
webtext-fineweb__CC-MAIN-2019-51__0__116173422
|
en
|
I am a research economist at the Bank of Portugal.
I gradauted from NYU with a PhD in Economics in 2018.
Fields: macroeconomics, international trade, entrepreneurship.
Many modern business cycle models use uncertainty shocks to generate aggregate fluctuations. However, uncertainty is measured in a variety of ways. Our analysis shows that the measures are not the same, either statistically or conceptually, raising the question of whether fluctuations in them are actually generated by the same phenomenon. We propose a mechanism that generates realistic micro dispersion (cross-sectional variance of firm-level outcomes), higher-order uncertainty (disagreement) and macro uncertainty (uncertainty about macro outcomes) from changes in macro volatility. If we want to consider ''uncertainty shocks'' as a unified phenomenon, these results show what such a shock might actually entail.
Recent research shows that entrepreneurial activity has been declining in the US in recent decades. Given the role of entrepreneurship in theories of growth, job creation and economic mobility this has generated considerable concern. This paper investigates why entrepreneurship has declined. It documents that (1) the decline in entrepreneurship has been more pronounced for higher education levels, implying that at least part of the force driving the changes is not skill-neutral, and (2) the size distribution of entrepreneur businesses has been quite stable. Together with a decline in the entrepreneurship rate the second fact implies a shift of economic activity towards non-entrepreneur firms. Guided by this evidence I evaluate explanations for the decline in entrepreneurship based on skill-biased technical change, increases in the fixed costs of businesses which could be due to technological change or increases in regulations, and changes in technology that have benefited large non-entrepreneur firms. I do this using a general equilibrium model of occupational choice calibrated with a rich set of moments on occupations, income distributions and firm size distributions. I find that an increase in fixed costs explains most of the decline in the aggregate entrepreneurship rate and that skill-biased technical change can fully account for the larger decrease in entrepreneurship for more educated people when combined with the other forces.
|
economics
|
https://dkvg.co.za/could-your-property-debts-be-cancelled/
| 2022-08-11T17:31:11 |
s3://commoncrawl/crawl-data/CC-MAIN-2022-33/segments/1659882571483.70/warc/CC-MAIN-20220811164257-20220811194257-00133.warc.gz
| 0.973563 | 688 |
CC-MAIN-2022-33
|
webtext-fineweb__CC-MAIN-2022-33__0__200900337
|
en
|
“How, on these figures, an employee of the bank could conclude that the farming may prove to be successful, is beyond me. It seems that money was just being poured into a bottomless pit.” (Extract from judgment below)
If you are a bank (or other lender), or if you have borrowed money against your property and are facing financial difficulty, you need to know about a recent High Court decision declaring that a bank’s loans to a farming couple had been granted “recklessly”, setting aside the loans, and cancelling the mortgage bonds.
The pensioners who went farming; and the bank that funded them
- A couple used their pension moneys to buy a smallholding and develop it into a small scale farming venture. They then started borrowing from a bank to meet shortfalls in their cash flow. The bank secured its loans with two mortgage bonds over the property for a total of R1,151m, and took a suretyship from the couple’s daughter.
- From day one it seems the farming venture was in trouble and eventually the bank approached the courts for an order to allow it to sell the property in execution. The couple (and presumably their daughter also) risked losing everything.
- However it emerged that –
- The couple had no fixed income other than an annuity of R647 per month,
- They were relying on loans from family to make ends meet,
- They were already retired when the loans were granted, and would have been 85 and 80 years old respectively by the end of the 20 year loan period,
- The bank had incorrectly taken the daughter’s income into account in assessing the loan applications,
- The farming venture’s prospects of success were never good.
- The Court, commenting that the National Credit Act (NCA) obliges a credit grantor to assess the consumer’s means, prospects and obligations “reasonably” before granting credit, held that the bank had failed to do so but instead had acted “irrationally”.
- In the circumstances the couple had, with the help of an expert witness, proved (it being up to a debtor to prove any allegations of reckless lending) that the loans fell to be set aside or suspended in terms of the NCA. The extent of the bank’s recklessness, the fact that the couple were elderly, and the fact that the smallholding was their only home led the Court to set aside the loans altogether rather than just suspending them.
Reckless lending → Consumers off the hook, bank down R1,74m
The couple must pay the bond cancellation costs, but other than that they – and their daughter who stood surety for the loans – are off the hook altogether. The bank on the other hand is down R1,74m plus interest and legal costs.
Banks (and other credit providers): Revisit your credit granting procedures urgently!
© DotNews, 2005-2016. This newsletter is a general information sheet and should not be used or relied on as legal or other professional advice. No liability can be accepted for any errors or omissions nor for any loss or damage arising from reliance upon any information herein. Always contact your legal adviser for specific and detailed advice. Errors and omission. (E&OE)
|
economics
|
https://gabygoldberg.medium.com/after-a-decade-of-strong-vc-funding-at-stanford-whats-next-69c98d574be9?source=user_profile---------9----------------------------
| 2024-04-15T12:23:12 |
s3://commoncrawl/crawl-data/CC-MAIN-2024-18/segments/1712296816977.38/warc/CC-MAIN-20240415111434-20240415141434-00753.warc.gz
| 0.943116 | 5,056 |
CC-MAIN-2024-18
|
webtext-fineweb__CC-MAIN-2024-18__0__136387010
|
en
|
Editor’s Note: This piece was written in partnership with the Stanford Tech History Project, which seeks to document how Stanford’s tech ecosystem has changed since 2010. The full report will be published on Monday, April 26th. To RSVP for the launch event, click here.
This portion of the Tech History Project aims to document how Stanford’s ties with venture capital have changed over the past decade, as well as make recommendations for improving them going forward.
Interestingly, and more broadly, this section aims to write a history of something whose main thrust is oriented toward the future.
Venture capitalists are a primary source of vigor for the entrepreneurial ecosystem of Silicon Valley, and venture capital as an asset class largely punches above its weight. Since 1974, over 40% of U.S. company IPOs have been venture-backed, and over the past three decades venture capital has become a dominant force in the financing of American companies like Apple, Google, and Microsoft. In fact, venture capital has generated more economic and employment growth in the United States than any other investment sector; annually, venture investment makes up only about 0.2% of GDP, but delivers more than 20% of U.S. GDP in the form of VC-backed business revenues.
A primer on venture capital
“By financing startups, venture capitalists accumulate entrepreneurial knowledge. They are the memory of the complex network of the Silicon Valley.”
— Michel Ferrary and Mark Granovetter, authors of The Role of Venture Capital Firms in Silicon Valley’s Complex Innovation Network
Before going further, it will be beneficial to provide a working definition of venture capital and take a preliminary look at the activities of venture capitalists. The abbreviation “VC” may be used to refer to both the venture capital industry as a whole, as well as an individual venture capitalist.
A VC has five main characteristics, according to a seminal book on the topic:
- A VC is a financial intermediary, taking capital from investors (or “limited partners”) and investing it directly into early-stage companies.
- A VC invests in private companies.
- A VC takes an active role in helping the companies in its portfolio.
- A VC’s primary goal is to maximize its financial return by exiting investments, either through a sale or an initial public offering (IPO).
- A VC invests to fund the internal growth of companies.
Another definition that will be helpful here is that of an angel investor. Angel investors are similar to VCs in some ways, but different primarily in the fact that angels use their own capital (thus not satisfying characteristic (1) outlined above).
Venture capital in Silicon Valley
Why Silicon Valley? Silicon Valley is characterized by high clustering density, where “ethnic ties, university ties, friendship ties, past professional ties and current professional ties are intertwined” to sustain innovation and entrepreneurship.
Historically, Silicon Valley is characterized by a meteoric rate of startup creation — Hewlett Packard, Intel, Oracle, PayPal, Instagram, and Google (just to name a few) were all founded in Silicon Valley. A majority of the aforementioned companies were created by Stanford students or alumni.
Perhaps one of the biggest factors here is Stanford’s proximity to Sand Hill Road, a 5.6-mile arterial road in Silicon Valley notable for its concentration of venture capital firms. Considered the “Wall Street of the West Coast,” Sand Hill Road has been the connector between ambitious founders and funding partners for decades.
Venture capital firms play a prominent role in Silicon Valley’s complex innovation landscape. In particular, these venture funds participate in a reflexive interchange of startup and VC knowledge, one that has enabled Stanford University and the broader Silicon Valley ecosystem to both benefit mutualistically from one another. The following sections will go into more detail on the roles that these players both contribute to the ecosystem.
“These institutions continue to provide a diverse and highly talented executive and technical workforce. But they do more than teach students… It’s a mistake to see this traffic in knowledge as a one-way street. These excellent schools feed the firms of the Valley… But as I note below, the firms in the Valley also help feed the excellence of the schools”
— Martin Kenney, author of Understanding Silicon Valley: The Anatomy of an Entrepreneurial Region
Venture capital within Stanford’s ecosystem
Given its central role in Silicon Valley, Stanford has been one of the most successful universities in the world for creating companies and attracting funding. Unsurprisingly, the past decade’s fundraising data is consistent with this trend. More often than not, Stanford has been at the top of the list of universities producing the most VC-backed entrepreneurs, and during this period, there has been a substantial increase in funding received by Stanford-affiliated startups.
“Venture capitalists routinely back more founders coming out of the Stanford business program than any other university in the country.” — TechCrunch
Compiling raw data from several PitchBook university reports, we found that in the first half of the decade (January 2010 to July 2015), Stanford produced 955 company founders, who created 813 companies and raised $10 billion. By contrast, in the second half of the decade (August 2016 to September 2020), there were 798 new founders and 741 new companies, with the total funding reaching $54.1 billion, a 540% increase from the amount raised in the decade’s first half (Source 1, 2, 3, 4, 5).
(NOTE: PitchBook was much more poorly populated in the earliest years of the past decade, and the extraordinary increase in venture capital funding is partly attributable to the availability of better data metrics (not necessarily a real increase). We employed the statistical technique “difference in differences” to assess whether the unusual surge in funding was seen in other universities as well, and the results confirmed our suspicion: Harvard had a 704% increase, MIT had 262%, and UPenn had 408%. As such, it’s likely that Stanford’s increase was overstated, and it would be misleading to present these results without this caveat. Because very few companies release reports on university entrepreneurship, PitchBook’s reports are still the most comprehensive and widely cited. As such, we decided to include this data in our report, and we believe it does capture the overall direction of movement around VC funding.)
While Stanford topped the rankings of undergraduate programs producing most entrepreneurs, in the graduate programs list, Harvard Business School remained ahead of Stanford Graduate School of Business throughout the decade. One explanation for the business school gap could be the bigger size of Harvard’s MBA classes, which is almost 2.5 times that of GSB’s.
The remarkable rise in funding for Stanford startups has been fueled by a combination of catalysts, including both macro trends and Stanford-specific advantages. We discuss some of the Stanford-specific advantages — like classes, clubs, and scout programs — later in this section, but two industry-wide macro trends include:
- The advent of the Web 2.0 revolution, as articulated in Marc Andreessen’s prescient op-ed “Software is eating the world.” In the past decade, software-based solutions supplanted products and services traditionally delivered through other means. Stanford students and alumni were at the forefront of this disruption, founding startups like SoFi, StubHub, Robinhood, and Instagram.
- An unparalleled rise in global venture capital financing, coinciding with a drop in the number of funded startups.
Of course, Stanford also has a variety of its own specific advantages that help to explain the impressive rise in funding for Stanford startups over the past few decades. As Contrary Capital put in its inaugural university rankings:
“If you’re a university entrepreneur, it’s tough to beat Stanford. It has it all: perhaps the best strategic location out of any university with Sand Hill Road on its doorstep, top-tier programs in nearly every field, and a decades-long entrepreneurial culture. Underappreciated in impact is Stanford’s leave of absence policy — students can leave for a full year without consequence. This dovetails well with their flexible curricula. Pairing access to high-quality resources with the freedom to work on anything predictably spawns interesting companies every year.”
In addition, some particular aspects that also play a role include Stanford’s classes, organizations, campus accelerators, student-run venture funds, and venture capital scout programs. We go into more detail in the sections below.
“[Stanford’s] campus, in fact, seems designed to nurture such success. The founder of Sierra Ventures, Peter C. Wendell, has been teaching Entrepreneurship and Venture Capital part time at the business school for twenty-one years, and he invites sixteen venture capitalists to visit and work with his students. Eric Schmidt, the chairman of Google, joins him for a third of the classes, and Raymond Nasr, a prominent communications and public-relations executive in the Valley, attends them all. Scott Cook, who co-founded Intuit, drops by to talk to Wendell’s class. After class, faculty, students, and guests often pick up lattes at Starbucks or cafeteria snacks and make their way to outdoor tables.”
— Ken Auletta, The New Yorker (2012)
The past decade has seen a major influx of venture capital and startup-related courses on Stanford’s campus.
Lean Launchpad, one of Stanford’s flagship entrepreneurship classes, was founded in 2010. (This class is discussed in more detail in the External Relationships section of this report.) Not long thereafter came CS 183 (aptly named “Startup”) taught by venture capitalist Peter Thiel ’89 JD ’92. Shortly after that came Startup Garage in 2013, and Sam Altman’s “How to Start a Startup” in 2014. Other popular classes from the last decade include Technology-Enabled Blitzscaling with Reid Hoffman ’90; Entrepreneurship and Venture Capital with Peter Wendell, Andy Rachleff MBA ’84, and Eric Schmidt; and Technology Entrepreneurship with Tom Byers. Today, according to our survey, over 50% of students “in tech” (and 38% of students in general) have taken an entrepreneurship class by their senior year.
Note: A more robust list of entrepreneurship-related courses can be found on the Stanford Technology Ventures Program website.
Clubs & Organizations
Outside of classes alone, Stanford’s campus is home to a host of venture capital-related clubs and organizations. Among undergraduates, the Business Association of Stanford Entrepreneurial Students (BASES), a Stanford-sponsored student organization, is popular and highly regarded. Along with hosting frequent chats with entrepreneurs, BASES runs the Startup Career Fair with BEAM, the official campus career center, and coordinates the annual Startup Challenge competition with a total of $100,000 in prize money. In a similar vein, ASES, a Stanford-based global entrepreneurship group, hosts VC3, a daylong event that brings together VC firms from Silicon Valley and Stanford-affiliated startups for rotating pitch sessions.
A more tight-knit community on campus in this realm is Stanford Venture Capital Club (SVCC), founded in 2012. The club is comprised of a well-connected group of students working in and around venture capital. SVCC members work intimately with a handful of venture firms in Silicon Valley to conduct market research and work on various projects. Many have gone on to become investors themselves, with SVCC alumni at top venture firms including Sequoia, Founders Fund, Bessemer, CRV, and more.
Among graduate students, the GSB Entrepreneurship Club, or E-Club, is particularly popular. One of the oldest student-run entrepreneurial clubs in the nation, the organization hosts one of the largest annual conferences dedicated to entrepreneurship in the world. Today, the Entrepreneurship Club claims to be the most active student-run club within the Graduate School of Business community.
Stanford also provides its own host of accelerator programs, which serve not just as funding sources but also as mentorship opportunities for early-stage startup founders.
One of Stanford’s most successful accelerators is StartX, a non-profit educational accelerator and founder community for Stanford affiliates run by a number of entrepreneurs and Stanford professors. StartX was founded in 2009 and developed through $7M+ in grant funding from Stanford University and Stanford Health Care to support the university’s entrepreneurship ecosystem. (Today, StartX operates independently from the university.) StartX’s alumni include companies like Lime, Patreon, and Branch, to name a few; after ten years of activity, the combined market cap of StartX’s alumni is $25B+ with more than 80 acquisitions. According to a report in The Stanford Daily in 2019, “StartX has now guided 650 companies, 83 percent of which are growing or have been acquired… In a testament to its growth, StartX says its companies now raise $9.3 million on average, many times the $1.1 million its companies raised on average half a decade ago.”
Once referred to by Forbes as an “entrepreneurship factory,” Launchpad is an intensive ten-week program designed for Stanford students who are primed to prototype and sell business ideas. Founded in 2010, Launchpad runs on campus each spring and is taught by d.school adjunct professors Perry Klebahn and Jeremy Utley. Since its inception, Launchpad has helped Stanford-founded startups raise over $500 million in venture capital funding. Today, 60% of Launchpad ventures are still in business.
Stanford Venture Studio
The Stanford Venture Studio is an entrepreneurship hub for graduate students exploring new venture ideas. It connects students to resources, entrepreneurial expertise, and an interdisciplinary community of like-minded peers and alumni. Over a hundred teams work in the Venture Studio each year; the studio is not selective and offers year-round enrollment to graduate students from any Stanford school.
In 2012, Stanford lecturer Ravi Belani founded Alchemist Accelerator, a venture-backed accelerator focused on accelerating the development of “seed-stage ventures that monetize from enterprises.” In 2016, CB Insights rated Alchemist the top accelerator based on median funding rates of its graduates (Y Combinator held the #2 slot). The accelerator’s portfolio includes companies like MobileSpan, a Stanford-founded startup acquired by Dropbox in 2014. Since its formation, 34 of its accelerated companies have been acquired.
Another accelerator, and perhaps most familiar to Stanford students, is Cardinal Ventures, the equity-free startup accelerator run exclusively by and for students under Stanford Student Enterprises (SSE). Over the past five years, Cardinal Ventures has graduated over 90 companies, going on to cumulatively raise more than $366 million from venture funds like Sequoia, Y Combinator, Initialized, and Kleiner Perkins.
Although not a campus-specific accelerator, we would be remiss not to reference Y Combinator, the powerhouse startup accelerator founded in 2005 by Paul Graham, Jessica Livingston, Trevor Blackwell, and Robert Tappan Morris. Originally, Y Combinator held two programs: one in Cambridge, Massachusetts, and one in Mountain View, California. In 2009, however, they announced that the Cambridge program would be closed and all future programs would take place in Silicon Valley. Y Combinator’s success coupled with this decisive move to the Silicon Valley ecosystem helped spur a series of new accelerator and incubator programs (like the ones mentioned above, among others). Access to such institutions has made — and continues to make — a significant difference in the fundraising prospects of Stanford founders and startups.
Student-run Venture Funds
The past decade has also seen the rise of student-run and student-owned VCs. Venture funds like Dorm Room Fund (founded in 2012 and backed by venture firm First Round) and Rough Draft Ventures (founded in 2012 and backed by venture firm General Catalyst) can also be found on Stanford’s campus, with a handful of both undergraduate and graduate students on the funds’ San Francisco investment teams.
Contrary Capital, another university-focused venture fund with a nationwide network of over 100 student venture partners across more than 50 universities, also has a presence at Stanford. Contrary’s portfolio includes DoorDash, which was founded in 2013 by four Stanford students.
On top of this, in 2010, Stanford University alumni and venture capitalists Miriam Rivera and Clint Korver founded Stanford Angels & Entrepreneurs (SA&E), which seeks to strengthen Stanford’s startup community by fostering relationships among entrepreneurs and alumni investors. Membership is open to all Stanford alumni and affiliates, including students, faculty, staff, and parents or spouses of alumni or students. To date, Stanford Angels & Entrepreneurs has helped fund over 40 startups.
And if this were not yet enough, last year welcomed the birth of the Stanford 2020 Fund, a new venture fund created entirely by Stanford business school classmates to invest in their fellow students’ ventures. As of July 2020, they have already raised $1.5 million across 175 investors for the new fund, with 50 investors willing to give $500,000 on the waitlist. The group plans to invest between $50,000 and $100,000 in Stanford-founded startups depending on round size and valuation.
Venture Capital Scout Programs
Lastly, a striking trend within the broader Silicon Valley entrepreneurial network is the rise of venture capital scout programs, where “scouts” — generally well-networked individuals — are empowered to invest money in startups (usually in ~$50k increments at the pre-seed and seed stages, the earliest stages of a company’s lifecycle) on behalf of a venture capital fund. Sequoia Capital is commonly credited with inventing the scout program in 2009; since then, the practice of employing scout programs has blossomed among legacy firms, who now deploy billion-dollar funds but still want to remain competitive with smaller investments at the seed stage.
Of course, this trend of venture capital scout programs has naturally extended into Stanford’s university ecosystem. On Stanford’s campus specifically, scouts can be found from Sequoia, Lightspeed, Pear VC, and more.
(Note: The list goes beyond what we can cover in this report. Other venture firms using such programs are Accel Partners, CRV, Founders Fund, Index Ventures, Social Capital, and Spark Capital, according to the Wall Street Journal.)
Pear VC’s program has a particularly strong impact on Stanford’s campus. Founded in 2014, Pear VC invests in startups spanning three stages of company development: pre-seed, seed, and Series A. Over the past six years, Pear’s portfolio has had two IPOs (Guardant Health and DoorDash), along with $5 billion in total capital raised. Pear has a strong belief in student founders: nearly 50% of their portfolio companies were founded by students. Of particular relevance here is Pear Dorm, their program specifically designed to provide entrepreneurial support to students and recent graduates. Coupled with this is their Pear Fellows program, which provides a VC apprenticeship for students interested in developing their venture capital knowledge and reputation. The program is limited to five campuses: Stanford, U.C. Berkeley, Harvard, MIT, and Penn. As such, Stanford students (both undergraduate and graduate) have historically found myriad ways to be involved with Pear VC while still enrolled full-time.
An Outlook for the Future
“[Stanford is] the germplasm for innovation. I can’t imagine Silicon Valley without Stanford University.”
Stanford and VC are inextricably linked, given many of the major venture capital successes have come out of Stanford. In many ways, Stanford had a vital role in creating the Silicon Valley-style of venture capital we know today.
As we’ve seen, this symbiosis has become more tightly coupled over time as venture capitalists want increased access to the next generation of great founders. This has happened both from the VC side (Sequoia’s creation of the scout program, Pear VC’s reach on campus, etc.) as well as the university side (Startup Garage, Stanford Venture Capital Club, and other venture-related organizations).
At times, this coupling may go too far. For example, it’s not uncommon for Stanford professors to invest in their students’ companies — in 2013, a company named Clinkle made news for this reason. The company was funded in part by university professors, and Stanford’s then-president John Hennssey had served as the academic adviser to Clinkle’s CEO while was an undergraduate. Situations like this raise “complicated questions about values and conflicts: Do students get good grades if they start a company that their professors invest in? Professors have coercive power, which isn’t the best thing to pair with financial opportunity.” In 2012, a widely-discussed article titled “Get Rich U” summarized the overarching concern succinctly: “There are no walls between Stanford and Silicon Valley. Should there be?”
How will these trends evolve over the next decade? Perhaps we will see even tighter coupling between Stanford and Silicon Valley’s mutualistic relationship. Or, tangentially, maybe these trends will expand beyond just computer science and engineering: what would a “Startup Garage” in, say, the biology or robotics departments look like? Startup culture has slowly begun to trickle into other domains; for example, hackathons, historically hosted by tech companies/organizations and targeted towards software engineers, are now becoming more prevalent in other verticals. The Stanford Institute for Economic Policy Research is known for hosting “policy hackathons” on campus, like a hackathon for criminal justice reform in partnership with Stanford in Government. We anticipate that this trend will continue.
We also optimistically anticipate an increase in diverse founders and funders within Stanford and Silicon Valley’s respective ecosystems. In today’s bull market, venture capital is incredibly competitive. There are a large number of emerging funds sharing space (and competing for investment allocation) with larger, more institutional funds. Additionally, last year’s expanded accredited investor definition has further increased the pool of eligible investors for early-stage companies. Over the next decade, these trends will only intensify. As venture capital becomes increasingly accessible to founders, it will naturally have to expand to meet founders’ needs — that is, to include more diverse voices, backgrounds, and perspectives.
In particular, scout programs play an important role here. Serial entrepreneur and angel investor Jason Calacanis agrees: “They’ll never get enough credit for this, but one thing Sequoia did was use scouts to radically increase the amount of diversity in the industry… They opened the aperture to get more women and underrepresented investors [into their network].”
Of course, there’s still a long road ahead. Only 9% of investment decision-makers in VC today are women; just 2% are Black. If the venture capital industry reached a wider group of investors, the economy would be better off. A more diverse venture ecosystem would help spread the wealth of economic growth to more people. With Stanford — and Silicon Valley as a whole — at the forefront of venture capital innovation, it is well-positioned to help accelerate these changes. As mentioned above, this is directly applicable to scout programs, which are becoming increasingly common: these programs should be composed of a diverse set of people, and unique backgrounds & perspectives should be viewed as a strategic advantage. But this recommendation can also be applied more broadly. Innovation is everywhere, so access to capital should be, too. Anywhere venture capital touches Stanford’s ecosystem — from classes to clubs to on-campus accelerators — the example should be set that diversity of thought, backgrounds, and experiences is a net positive for everyone. Working to make these changes will ensure that Stanford continues to raise the bar and set an example as one of the most successful universities in the world for innovation.
|
economics
|
http://northamerica.mondigroup.com/northamerica/desktopdefault.aspx/tabid-1346/345_read-29069/
| 2018-12-13T04:42:27 |
s3://commoncrawl/crawl-data/CC-MAIN-2018-51/segments/1544376824448.53/warc/CC-MAIN-20181213032335-20181213053835-00441.warc.gz
| 0.944098 | 1,247 |
CC-MAIN-2018-51
|
webtext-fineweb__CC-MAIN-2018-51__0__103037948
|
en
|
Mondi Industrial Bags Invests in North American Plants for Efficiency, Quality and Service
The Industrial Bags business of Mondi in North America is in the midst of completing an investment at its North American plants that will improve product quality and speed shipments to customers throughout the continent. The investment consists primarily of high speed printing capability, packaging and robotic palletizing systems, new and upgraded warehousing, a clean room for food grade packaging production and a new IT system. The program began in July 2014 and is projected for completion during 2016.
“The investment reflects Mondi Industrial Bags’ commitment to serving its North American customers with new levels of excellence that are in line with Mondi’s world class global standards for quality and efficiency,” says Mark Ushpol, President of Mondi Industrial Bags in North America. “We tapped Mondi’s vast global knowledge and experience in the industrial bags sector to identify and procure the fastest and most technically advanced packaging and printing resources. Our ultimate goal is to ensure our customers’ success.”
Mondi is in touch with its customers’ needs every day, and much of the North American investment has been in support of its “in touch” business proposition. “Our customers tell us that quality and on-time shipments are among their most important priorities,” Ushpol reports. “So while we have invested in machinery and equipment upgrades, our new IT system will further support our ability for greater customer intimacy, connection and ultimately increased supply chain integration. In addition, our associates across a multitude of functions are receiving training from experts across Mondi’s European plant network. They are quickly gaining market-leading skills and know-how established by Mondi over many years.”
Mondi’s new clean room will be located at the company’s Salt Lake City plant. It is equipped with detection equipment that provides a unique capability for food grade bag production. The clean room complements certain specific Mondi bag solutions, such as the trademarked Peel Pak® bag, which is qualified for dry dairy and related food-product clean room applications. For Mondi customers, the plant is a one-stop point for food grade bag purchases and accountability. Food quality certification has already been achieved at a number of Mondi’s NA plants, setting high standards customers can rely upon for their product packaging.
“We have repositioned the business in the last 18 months to create a sustainable business and an innovative market presence, which supports our customer partnerships and strengthens our business relationships,” Ushpol notes. “We’ve had our challenges over this period. However, we’ve started to settle and our customers are acknowledging the improvements they’re beginning to see. Over the next year we will realize benefits from our investment, and our customers will experience the advantages of dealing with a leading, committed, global player in the IB market.”
New clean room will complement certain specific Mondi bag solutions, such as the trademarked Peel Pak® bag, which is qualified for dry dairy and related food-product clean room applications. (Photo courtesy of Mondi in North America.)
Mark Ushpol, President of Mondi Industrial Bags in North America.
Four MIRALFEX CL flexographic presses are being installed as a part of Mondi’s investment. (Photo courtesy of Windmoeller & Hoelscher Corporation.)
Media Contact - Mondi in North America, Industrial Bags
Tel: +1 610-328-1051
About Mondi Industrial Bags in North America
Mondi Industrial Bags, North America, produces ultra-strong paper bags for high-speed filling, air-permeable bags featuring hermetic and vacuum sealing, sewn open mouth, valve, pinch bottom, block bottom, woven polypropylene and slider bags, as well as two-ply bag constructions made from high performance kraft paper. It serves the sugar, gardening, building and construction, pet food and animal feed industries. Mondi offers the hygiene certification scheme AIB for food and animal feed applications.
Mondi creates packaging and paper solutions that touch millions of lives every day.
We are Mondi. IN TOUCH EVERY DAY.
At Mondi, our products protect and preserve the things that matter.
Mondi is an international packaging and paper Group, employing around 25,000 people across more than 30 countries. Our key operations are located in central Europe, Russia, North America and South Africa. We offer over 100 packaging and paper products, customised into more than 100,000 different solutions for customers, end consumers and industrial end uses - touching the lives of millions of people every day. In 2015, Mondi had revenues of €6.8 billion and a return on capital employed of 20.5%.
The Mondi Group is fully integrated across the packaging and paper value chain - from managing forests and producing pulp, paper and compound plastics, to developing effective and innovative industrial and consumer packaging solutions. Our innovative technologies and products can be found in a variety of applications including hygiene components, stand-up pouches, super-strong cement bags, clever retail boxes and office paper. Our key customers are in industries such as automotive; building and construction; chemicals; food and beverage; home and personal care; medical and pharmaceutical; packaging and paper converting; pet care; and office and professional printing.
Mondi has a dual listed company structure, with a primary listing on the JSE Limited for Mondi Limited under the ticker code MND and a premium listing on the London Stock Exchange for Mondi plc, under the ticker code MNDI.
For us, acting sustainably makes good business sense and is part of the way we work every day. We have been included in the FTSE4Good Index Series since 2008 and the JSE's Socially Responsible Investment (SRI) Index since 2007.
Last change: 28/06/2016
|
economics
|
https://www.latitudefinancialgroup.com/?redirectUrl=/resource-center/investment/the-return-of-market-volatility
| 2019-08-22T11:36:56 |
s3://commoncrawl/crawl-data/CC-MAIN-2019-35/segments/1566027317113.27/warc/CC-MAIN-20190822110215-20190822132215-00281.warc.gz
| 0.936542 | 884 |
CC-MAIN-2019-35
|
webtext-fineweb__CC-MAIN-2019-35__0__189108229
|
en
|
As Seen In...
Behavioral Financial Advice
Our only priority is helping you achieve success financially. 95% or more of what you read, see, or hear about investments is attempting to predict what is going to happen. This is a fool's errand. What matters most is your spending, saving, and investing behavior. Vanguard researched the potential value added by an advisor in 2016. Their study measured the potential value added stating,
"Based on our analysis, advisors can potentially add about 3% in net returns" ~ Vanguard research, 2016
The study also explained where the 3% potential additional returns could be found. An additional 1.5% of net returns could potentially be achieved through an advisor's behavioral coaching.
Each of us has a unique money script from which we operate. According to a Money Magazine study conducted in 2014, 70% of married couples argue about money; ahead of fights about household chores, togetherness, sex, snoring, and what's for dinner.
The Smart Money Philosophy
The Smart Money Philosophy is about having a personalized plan that addresses you as a person and your life needs for money- expected and unexpected, embracing the certainty of uncertainty.
Single, Divorced or Widowed
Facing new financial decisions can be stressful and overwhelming. Let us help during this difficult transition.Learn More
Start here if you are single, divorced, or widowed
From immediate needs to long-term goals, we help you prioritize your objectives with cohesive strategies.Learn More
Start here if you are a family
As you build your career, we help you determine how to manage your wealth and maintain a healthy cash flow.Learn More
Start here if you are a professional
Juggling business ownership and your personal finances isn't easy. We can help you stay on track.Learn More
Start here if you own a business
The Rule of 72
Do you know how long it may take for your investments to double in value? The Rule of 72 is a quick way to figure it out.
Problems with Probate
Probate can be a completely public process, or it can be managed to include as little information as possible.
What Is a Stretch IRA?
If you have a traditional IRA, you may have the opportunity to extend its tax-deferred status across multiple generations.
There are ways to improve your physical fitness without denting your fiscal fitness.
Variable Universal Life is permanent insurance in which the policyholder directs how premiums are invested.
It sounds simple, but paying yourself first can really pay off.
Even if you’re young and single, you should still consider protecting yourself.
Try these activities to keep your brain sharp.
You taught them how to read and how to ride a bike, but have you taught your children how to manage money?
Estimate the total cost in today's dollars of various mortgage alternatives.
Use this calculator to estimate your net worth by adding up your assets and subtracting your liabilities.
Estimate how much you have the potential to earn during your working years.
This calculator will help determine whether you should invest funds or pay down debt.
Assess how many days you'll work to pay your federal tax liability.
Assess whether you are running “in the black” or “in the red” each month.
A number of questions and concerns need to be addressed to help you better prepare for retirement living.
There are some smart strategies that may help you pursue your investment objectives
Principles that can help create a portfolio designed to pursue investment goals.
A presentation about managing money: using it, saving it, and even getting credit.
There are a number of ways to withdraw money from a qualified retirement plan.
There are some key concepts to understand when investing for retirement
A will may be only one of the documents you need—and one factor to consider—when it comes to managing your estate
What is your plan for health care during retirement?
Selecting a mortgage isn't an easy process. Get a better understanding of how professionals make the right decisions.
There are hundreds of ETFs available. Should you invest in them?
Even low inflation rates can pose a threat to investment returns.
There are a few things to consider when buying or leasing your next vehicle.
|
economics
|
https://enlacescanada.com/category/inmigracion-canada/
| 2024-04-14T21:30:31 |
s3://commoncrawl/crawl-data/CC-MAIN-2024-18/segments/1712296816893.9/warc/CC-MAIN-20240414192536-20240414222536-00284.warc.gz
| 0.943524 | 363 |
CC-MAIN-2024-18
|
webtext-fineweb__CC-MAIN-2024-18__0__115952350
|
en
|
According to Statistics Canada’s Labour Force Survey, immigrants in both Quebec and Canada are engaged in a wide range of occupations spanning various industries. While specific trends may vary, several common patterns emerge:
1. Skilled Professions: Immigrants often occupy skilled professions such as healthcare, engineering, information technology, and finance. Many immigrants bring valuable expertise and qualifications from their home countries, contributing to the delivery of essential services and driving innovation in these sectors.
2. Service Industry: Immigrants also make significant contributions to the service industry, including retail, hospitality, and customer service roles. Their diverse language skills and cultural competencies enhance customer experiences and facilitate communication in multicultural environments.
3. Trades and Construction: In Quebec and Canada, immigrants are well-represented in trades and construction-related occupations. Many immigrants possess technical skills and experience in fields such as carpentry, plumbing, and electrical work, contributing to infrastructure development and urban growth.
4. Entrepreneurship: Immigrants are increasingly engaged in entrepreneurship and small business ownership, driving economic activity and job creation. According to the Business Development Bank of Canada, immigrants are more likely to start businesses than native-born Canadians, launching ventures in diverse sectors such as retail, food services, and professional services.
5. Caregiving and Support Services: Immigrants play a vital role in caregiving and support services, including childcare, eldercare, and home support. Many immigrants fill essential roles as caregivers, bringing compassion, cultural understanding, and dedication to their work in assisting vulnerable populations.
These trends underscore the diverse talents, skills, and contributions of immigrants to the Quebec and Canadian workforce. Embracing immigration and supporting the integration of newcomers into the labor market is essential for fostering economic growth, addressing labor shortages, and building inclusive communities.
|
economics
|
https://mtropics.obs-mip.fr/2022/06/13/groundwater-irrigation-reduces-overall-poverty-but-increases-socioeconomic-vulnerability-in-a-semiarid-region-of-southern-india/
| 2023-10-02T08:47:20 |
s3://commoncrawl/crawl-data/CC-MAIN-2023-40/segments/1695233510983.45/warc/CC-MAIN-20231002064957-20231002094957-00673.warc.gz
| 0.937109 | 300 |
CC-MAIN-2023-40
|
webtext-fineweb__CC-MAIN-2023-40__0__206110106
|
en
|
The development of irrigation is generally considered an efficient way to reduce poverty in rural areas, although its impact on the inequality between farmers is more debated. In fact, assessing the impact of water management on different categories of farmers requires resituating it within the different dimensions of the local socio-technical context. This study, led by Chloé Fischer, tested this hypothesis in a semiarid area in Karnataka, South India, where groundwater irrigation was introduced five decades ago. Using the conceptual framework of comparative agriculture, based on farmers’ interviews, the authors built a farm typology, traced the trajectories of farm types over the last decades, and assessed their current technical and economic performances. The results show that the differentiation of farm trajectories since the 1950s has been linked with the development of groundwater irrigation, interplaying with their initial assets, and the evolution of the national and local contexts. The authors highlight the mechanisms by which irrigation indeed reduces poverty but engenders fragilities, particularly for poor households, whose situation was aggravated by the depletion of water resources over the last two decades. Finally, this extensive understanding of the agrarian context allowed to formulate and assess the potential of different ways forward, including irrigation technology, change in cropping or livestock systems, land tenure, and value added distribution. As such, this analysis would be of major interest to policy makers involved in reforming the agricultural context for better agricultural water management.
This paper has been published open access in the journal Scientific Reports.
|
economics
|
http://northeastmidstream.com/index.html
| 2017-09-23T16:36:19 |
s3://commoncrawl/crawl-data/CC-MAIN-2017-39/segments/1505818689752.21/warc/CC-MAIN-20170923160736-20170923180736-00716.warc.gz
| 0.922193 | 127 |
CC-MAIN-2017-39
|
webtext-fineweb__CC-MAIN-2017-39__0__241936186
|
en
|
Northeast Midstream LP
Northeast Midstream LP is a Toronto-based energy partnership focused on delivering natural gas to communities and industries not currently served by traditional pipelines.
- Our management team has extensive natural gas experience.
- We’ve permitted a natural gas liquefaction facility in Thorold, Ontario, to supply LNG in southern Ontario and eastern United States.
- We are proposing to deliver natural gas to customers in rural and northern Ontario, using an LNG model that is expandable to other underserved markets.
- We are committed to contributing to the economic and environmental future of Ontario.
|
economics
|
https://waleedsvintagecomics.com/blogs/why-invests-in-comics/why-invests-in-comics
| 2024-02-28T20:07:36 |
s3://commoncrawl/crawl-data/CC-MAIN-2024-10/segments/1707947474744.31/warc/CC-MAIN-20240228175828-20240228205828-00036.warc.gz
| 0.969982 | 432 |
CC-MAIN-2024-10
|
webtext-fineweb__CC-MAIN-2024-10__0__92545825
|
en
|
Investing in comic books can be a smart financial move for a number of reasons. For one, comic books have a long history of appreciating in value over time. This is due in part to the fact that comics are often produced in limited quantities, making them rare and sought-after by collectors. Additionally, comics that feature popular characters or storylines can become even more valuable as those characters or stories are adapted into movies, TV shows, and other forms of media.
One of the biggest benefits of investing in comic books is the potential for high returns. While there is no guarantee that a specific comic book will increase in value, many comics have appreciated significantly over the years. For example, a copy of Action Comics #1, which featured the first appearance of Superman, sold for $1 in 1938 and has since sold for millions of dollars. Similarly, a copy of Amazing Fantasy #15, which featured the first appearance of Spider-Man, sold for 12 cents in 1962 and has since sold for over $1.1 million.
Another benefit of investing in comic books is the ability to buy into a piece of pop culture history. Comics have played a significant role in shaping popular culture and have introduced some of the most iconic characters and stories of all time. Owning a piece of that history can be both a personal and financial investment.
Comic book investment is also relatively low-risk compared to other forms of investment. There is no need to worry about market fluctuations or the performance of a company. The value of a comic book is determined by its rarity and popularity.
In conclusion, investing in comic books can be a smart financial move for a number of reasons. The potential for high returns, the ability to buy into a piece of pop culture history, and the relatively low-risk nature of comic book investment make it a worthwhile consideration for any investor. As with any investment, it is important to do your research and invest wisely. With a little bit of knowledge and a keen eye for a good deal, you may just find that comic books are the perfect addition to your investment portfolio.
~ Waleed's Vintage Comics Team
|
economics
|
https://spunsilk.m.en.alibaba.com/company_profile.html
| 2020-11-27T09:15:30 |
s3://commoncrawl/crawl-data/CC-MAIN-2020-50/segments/1606141191511.46/warc/CC-MAIN-20201127073750-20201127103750-00515.warc.gz
| 0.925406 | 431 |
CC-MAIN-2020-50
|
webtext-fineweb__CC-MAIN-2020-50__0__93469166
|
en
|
- Business Type:
- Manufacturer, Trading Company
- Year Established:
- Main Markets:
- North America, South America, Eastern Europe, Southeast Asia, Africa
- Registration No.:
Established in 1986, Tongxiang City Heshan Weiye Textile Co., Ltd. was located in the Hangjiahu Economic Area. It is close to the great canal, the highway from Shanghai to Hangzhou and No. 320 National Highway. The former Heshan Spun Silk Mill was set up in 1986. After nearly 20 years of hard work, our company has grown and developed into a large scale enterprise.
With over 1,000 employees and an area of 53,000 square meters, our company enjoys a yearly yield of 10,000 spindles of spun silk habotai and 6,000,000 meters of spun silk pongee. By the end of 2003, our total output had amounted to USD 227,395,577 accumulatively and the foreign trade output USD 126,348,894. Meanwhile, our company gave financial and technological support to small local companies, helping them develop and creating good economic and social relations.
Our leading product - "Fengshu" brand mulberry spun silk yarn enjoys great popularity and reputation in America, Canada, Italy, South Korea, Japan India, Pakistan and Nepal. Over the years, we were awarded several honors including "A Strong Contributor To Foreign Exchange Nationwide"; "An Enterprise With Excellent Performance Nationwide"; "A Enterprise On The Largest Scale Of Operation Nationwide"; "Provincial Moral Enterprise"; and "One Of The Top 100 Export Companies in Jiaxing City" by the Ministry of Agriculture and the Ministry of Economy and Trade.
If you are interested in any of our products, please feel free to contact us for more information. We are looking forward to forming business relations with customers from all over the world.
Quick Response (last 30 days)
46.2% of buyers that have contacted this supplier are responded to (Note: only includes responses sent via the My Alibaba Message Center or TradeManager)
|
economics
|
http://led-oled.en.alibaba.com/company_profile.html
| 2016-02-08T01:40:20 |
s3://commoncrawl/crawl-data/CC-MAIN-2016-07/segments/1454701152097.59/warc/CC-MAIN-20160205193912-00127-ip-10-236-182-209.ec2.internal.warc.gz
| 0.855184 | 431 |
CC-MAIN-2016-07
|
webtext-fineweb__CC-MAIN-2016-07__0__158686768
|
en
|
Zhongshan Huadengxing Lighting Co., Ltd.
|Location:||Guangdong, China (Mainland)|
|Year start exporting:||2012|
|Total Employees:||51 - 100 People|
|Total Annual Revenue:||US$1 Million - US$2.5 Million|
|Average Lead Time:||7 Day(s)|
Zhongshan Huadengxing Lighting Co., Ltd., established in 2008, is a company specialized in lighting industry production and manufact...
Zhongshan Huadengxing Lighting Co., Ltd., established in 2008, is a company specialized in lighting industry production and manufacturing. We are located in the Lighting Capital of China, Guzhen Town, Zhongshan City.
Huadengxing has been committed to the LED product development for years. We have different series LED products in project lighting, commercial lighting and residential lighting by years' unremitting efforts of our R&D department. Imported material, spare parts and machinery help us obtain CE, RoHS and ISO9001:2000 certifications. With safe, unique design, outstanding quality, environmental-friendly and competitive price, our products are exported to the USA, Europe, Australia, South Asia and other regions and countries. We can supply OEM and ODM services.
Since LED is relatively new to the industry, we do feel that LED does continue to have a strong and prosperous future. In this rapidly developing field, Zhongshan Huadengxing Lighting Co., Ltd. focuses on the idea of "honest business operation, reputation first, and our customer the utmost" to ensure complete satisfaction.
Huadengxing welcomes you, our customers, from all over the world to visit our company and share our business professionalism and enthusiasm.
Southern Europe : 10.00%
South America : 8.00%
Factory Size : 3,000-5,000 square meters
No. of Production Lines : 4
No. of R&D Staff : 11 - 20 People
Email to this supplier
|
economics
|
https://cash-apps-help.sitey.me/
| 2023-02-06T09:32:32 |
s3://commoncrawl/crawl-data/CC-MAIN-2023-06/segments/1674764500334.35/warc/CC-MAIN-20230206082428-20230206112428-00383.warc.gz
| 0.929793 | 836 |
CC-MAIN-2023-06
|
webtext-fineweb__CC-MAIN-2023-06__0__278696858
|
en
|
What Is Cash App, And How Does It Work?
Cash App is a p2p payment app that allows users to transfer, receive, and invest money rapidly. Block, Inc. (previously Square, Inc.) released the app (formerly known as Square Cash) in 2013 to compete with mobile payment apps such as Venmo and PayPal.
Cash App is not a bank, but rather a financial platform. Through its bank partners, it offers financial services and debit cards. The Federal Deposit Insurance Corporation (FDIC) insures your account balance through partner banks. Cash App Investment LLC, a broker-dealer registered with the Securities and Exchange Commission (SEC) and a member of the Financial Industry Regulation Authority, provides investing services (FINRA).
How Does Cash App Work?
You must first download the Cash App mobile app, which is available for iOS (4.7 stars out of 5) and Android (4.6 stars out of 5). You can also create an account on the internet. The software includes sections for banking, debit cards, payments, investment, and Bitcoin, among other things.
Is the Cash App secure?
To protect its users, Cash App claims to use the most up-to-date encryption and fraud-prevention technology. When you log into your account, the app will send you a one-time-use login code as a security safeguard. Additional security precautions are also available through the Cash App's configurable settings. Every Cash App payment, for example, requires your passcode if you enable a security lock. Within the app, you can also disable your Cash Card, which could be useful if your card is lost or stolen.
Money Sending and Receiving
You'll link an existing bank account to your Cash App account after you've created one. You can send and receive money using the mobile app once you've connected a payment source. Users can create a payment by entering a dollar amount in the green payment tab and tapping "Request" or "Pay."
Money should be added.
To add money to your Cash App account, go to the banking page of the app and tap "Add Cash." Select the decided amount and tap “Add.”
When you receive payments, the money is held in your Cash App balance. You have the option of keeping it or transferring it to your associated bank account. Instant transfers are charged a fee (0.5 percent to 1.75 percent of the transfer amount, with a minimum fee of $0.25), but you can also choose a no-fee regular transfer, which takes one to three business days.
To get a Cash App Direct Deposit form:
Tap the Banking/Money tab on your Cash App home screen. Tap Direct Deposit. Select Get Direct Deposit Form. Fill out your employer information, the amount you would like to be deposited from each paycheck, and provide your signature.
Why is my direct deposit pending on Cash App?
Direct transfer using "Cash App Direct Deposit Pending" refers to the fact that the recipient has not yet received or accepted the payment. For the first transaction, you must wait for the payment to complete, then you must manually accept the payments. The "Pending" tab is where you'll find it.
How do I Accept Cash App Payment Pending?
1. On your phone, open the Cash app.
2. From the clock icon in the bottom-right corner of your screen, select the "Activity" tab. 3. Right All pending transactions are listed under the "Pending" tab.
4. Next to the pending payments, a green Accept Button will be displayed.
5. To accept pending payments and receive money into your Cash App wallet, click "Accept."
6. When you click Accept, a pop-up will appear on your screen asking you to confirm that you want to accept the user's payment.
7. From the bottom of the screen, select the "Confirm" button.
8. To accept the pending payments on Cash App, tap "Done."
|
economics
|
https://blog.flipp.com/how-unit-pricing-can-help-you-save-big-money-on-groceries
| 2020-10-21T13:06:34 |
s3://commoncrawl/crawl-data/CC-MAIN-2020-45/segments/1603107876500.43/warc/CC-MAIN-20201021122208-20201021152208-00328.warc.gz
| 0.934047 | 648 |
CC-MAIN-2020-45
|
webtext-fineweb__CC-MAIN-2020-45__0__66831331
|
en
|
You're standing in the cereal aisle looking for the best deal on a box for breakfast. With so many sizes, packages, and competing brands to choose from, which do you buy? If you're like most people you grab the 'Value Size' – or the biggest box – because buying in bulk is always a deal, right? Maybe not.
Comparing prices at the grocery store can be tricky. Whether you're shopping for food, shampoo, or laundry detergent there's an easy way to see which brand and size really saves you the most money.
It's called unit pricing, and it's a shopping trick you need in your life. In many stores, an item's unit price is printed next to the product price on the shelf label, and gives you the cost of the product for a standard unit of measure – for example, per ounce or per 100 grams. Having a price to compare between different sizes helps you choose the better deal without being swayed by familiar brands or nice packaging.
So let's say you want to buy some yogurt. Good, dairy is delicious. Now which is the better price: the big 24-ounce tub of yogurt for $3.79 or the smaller 16-ounce container for $2.19?
This is tricky to answer if the unit price isn’t listed on the price label. So here's the money-saving equation for finding the unit price and how to use it:
TOTAL PRICE ÷ SIZE = UNIT PRICE
Unit pricing takes the price of the item ($2.19 for a 16oz container of yogurt) and divides it by its size (for example, 16 ounces) and then gives you a price comparison ($2.19 divided by 16oz = $0.14 per ounce). You can now use the unit price to choose the better deal. Is the larger yogurt tub a better price per ounce? When you do the math ($3.79 divided by 24 ounces = $0.16 per ounce), you can see that the answer is nope! You'll save two cents per ounce by buying the smaller container.
Now, two cents per ounce on a small tub of dairy doesn't sound like a lot, and it's not. But over time you'll notice similar products with 50-cent unit price differences, sale items that are more expensive than the value-sized option, and brand name products that retail for less than generic or store brand products.
A few unit price gotchas to watch for:
- The biggest jar is not always the best deal. Watch for it!
- Many retailers use the same base units between brands for easy price comparison, but that's not always the case! Check shelf labels to see if the unit price lists the price per 100g or something else.
- Sale items boasting special discount labels don’t always reveal the unit pricing. So you'll need to do the math yourself.
Bottom Line: By taking a quick peek at a product's unit price you'll find the better value and save considerable cash by being a more informed consumer.
Kerry K. Taylor is a consumer expert at Squawkfox.com.
|
economics
|
https://www.bumckidsale.net/about-us
| 2023-12-07T07:13:46 |
s3://commoncrawl/crawl-data/CC-MAIN-2023-50/segments/1700679100650.21/warc/CC-MAIN-20231207054219-20231207084219-00145.warc.gz
| 0.945014 | 251 |
CC-MAIN-2023-50
|
webtext-fineweb__CC-MAIN-2023-50__0__278268593
|
en
|
The BUMC Kidsale volunteer staff organizes in the Spring and Fall, a consignment sale of quality children’s clothing, toys, furniture and accessories for the benefit of mission programs at Brentwood United Methodist Church, Harvest Hands, Room in the Inn, Thembelihle School in South Africa, and the community-at-large. After each sale, the Kidsale is humbly able to distribute between $20,000 and $25,000 to the above ministries as well as to other smaller ministries in need of financial support.
Consignors wishing to participate will automatically receive 70% of the selling price and BUMC will receive the other 30% to designate for missions. Consignors whose total sales are between $300 and $350 will receive 75% and consignors whose total sales is $350+ will receive 80%. In order to participate you must contribute at least 10 items deemed appropriate for the sale with 150 maximum items. A fee of $10 is due at time of check-in to assist with covering the costs of hosting the sale so that we can maximize the amount dispersed to the ministries.
Brentwood United Methodist Church
309 Franklin Road,
Brentwood, TN 37027
|
economics
|
https://gainesvilletruckcenter.com/east/
| 2023-12-11T09:46:24 |
s3://commoncrawl/crawl-data/CC-MAIN-2023-50/segments/1700679103810.88/warc/CC-MAIN-20231211080606-20231211110606-00437.warc.gz
| 0.943213 | 556 |
CC-MAIN-2023-50
|
webtext-fineweb__CC-MAIN-2023-50__0__34482349
|
en
|
About East Manufacturing Company
Strength, durability, quality, value and innovation all work together at East Manufacturing in the manufacture of trailers that take on some of the toughest jobs in the transportation industry.
Founded in 1968, East is a privately-owned company that began operations in a 80-foot by 100-foot building, manufacturing aluminum dump trailers, one at a time. Since then the company has grown to become a multiple product, leading trailer manufacturer that employs over 500 people with facilities comprised of more than 800,000 square feet of manufacturing and warehouse space.
East sits on over 100 acres in Randolph, Ohio, providing ample space to meet both current and future growth requirements for trailer manufacturing, service and repair, storage, pick-up and delivery. At East, we sell through our network of over 70 dealer locations across North America.
East builds trailers to provide our customers with superior operational performance, strength, durability and longevity, while providing top value. Our dedicated and loyal workforce is key to our success, and the foundation to pursuit of excellence. Because of our people and our processes, we provide a top quality product, which exceeds customer expectations.
VALUES & MISSION
The more you look at East, the more one overriding strength becomes clear. East is an investment in superior quality and value that proves itself, day after day, where it counts most-in a better bottom line.
It comes from the East equipment, and the way each model is engineered and built. Since 1968, East has been dedicated to making sure you have the best in class. You have the top value going in…the highest resale value coming out.
It comes from our innovative leadership, which keeps East equipment out front for others to follow. Ideas for greater efficiency, strength and durability – East puts them to work for you first.
And it comes from the depth of support you get. East dealers are among the best in the industry at helping match equipment to needs…and getting the most out of it. Working with us at East, they offer you the knowledge, financial options and service backup that help make businesses run better.
At East, the bottom line is this: we’ve always figured that the more we add to your success, the more you’ll continue to look to us for equipment answers. So everything we do must prove to give the best quality and value…and the best return. We win when you win.
We have quality proven to last, it is no wonder East products continue to thrive. To discover the different products we have to offer, check out our website inventory. If you do not see something that suites your needs, give one of our knowledgeable sales representatives a call or stop by our showroom today!
|
economics
|
http://powerworks.com/HotNewsDetail.aspx?h=58
| 2013-12-06T12:02:29 |
s3://commoncrawl/crawl-data/CC-MAIN-2013-48/segments/1386163051516/warc/CC-MAIN-20131204131731-00002-ip-10-33-133-15.ec2.internal.warc.gz
| 0.907806 | 291 |
CC-MAIN-2013-48
|
webtext-fineweb__CC-MAIN-2013-48__0__68865657
|
en
|
PowerWorks Wind Turbines LLC sold 15 PowerWorks 100 kW wind turbines to a developer in Nevada, who installed them for farmers in north-central Nevada, in late 2012.
The wind turbines were installed under the State of Nevada’s RenewableGenerations Program which is administered by NV Energy, Nevada’s largest public utility company. Under the program, the farmers will take advantage of the electricity produced from the wind turbines through net metering of their monthly electric bills from NV Energy. The electricity from the PowerWorks 100 kW wind turbines will offset the farmers’ high electricity costs from running crop irrigation pumps.
PowerWorks Wind Turbines LLC sells, installs, and provides operations and maintenances services for the PowerWorks 100 kW wind turbines. PowerWorks can provide complete turn-key services for our 100 kW wind turbine, including comprehensive project/site engineering, wind studies, turbine installation and commissioning, support services pre and post startup, and operation and maintenance. We also maintain a complete spare parts inventory.
For more information about our 100 kW wind turbines, please visit our 100 kW wind turbine page.
PowerWorks and its affiliates own and operate over 900 wind turbines in California and Idaho, with offices in California, Idaho, and Michigan. For further information, please contact Mr. Morgan McGovert, Senior Vice President, phone 925.230.8145, e-mail [email protected]
|
economics
|
http://hallmark.echodigitalmedia.co.uk/terms-conditions/
| 2022-01-23T15:13:54 |
s3://commoncrawl/crawl-data/CC-MAIN-2022-05/segments/1642320304287.0/warc/CC-MAIN-20220123141754-20220123171754-00244.warc.gz
| 0.931151 | 8,368 |
CC-MAIN-2022-05
|
webtext-fineweb__CC-MAIN-2022-05__0__165063551
|
en
|
NOTE: The Buyer’s attention is in particular drawn to the provisions of condition 10.4.
1.1 The definitions and rules of interpretation in this condition apply in these Conditions.
Buyer: the person, firm or company who purchases the Products and/or Services from the Company.
Company: the relevant group company selling the Products and/or Services to the Buyer under the Contract, being Hallmark Panels Limited (company number 3024981), Laminated Supplies Limited (company number 791635) or Fortrace Limited (company number 2556377) (as the case may be) having its registered office at Valletta House, Valletta Street, Hedon Road, Hull HU9 5NP.
Company’s Equipment: any equipment, including tools, systems, cabling or facilities, provided by the Company or its subcontractors and used directly or indirectly in the supply of the Services which are not the subject of a separate agreement between the parties under which title passes to the Buyer
Contract: any contract between the Company and the Buyer for the sale and purchase of the Products and/or Services, incorporating these Conditions.
Delivery Point: the place where delivery of the Products and/or Services is to take place under condition 4.
Products: any goods agreed in the Contract to be supplied to the Buyer by the Company (including any part or parts of them).
Services: any site work and/or services to be provided by the Company as envisaged in condition 17, together with any other services which the Company provides, or agrees to provide, to the Buyer under the Contract.
1.2 A reference to a particular law is a reference to it as it is in force for the time being taking account of any amendment, extension, application or re-enactment and includes any subordinate legislation for the time being in force made under it.
1.3 Words in the singular include the plural and in the plural include the singular.
1.4 A reference to one gender includes a reference to the other gender.
1.5 Condition headings do not affect the interpretation of these Conditions.
2.1 Subject to any variation under condition 2.3, the Contract shall be on these Conditions to the exclusion of all other terms and conditions (including any terms or conditions which the Buyer purports to apply under any purchase order, confirmation of order, specification or other document).
2.2 No terms or conditions endorsed on, delivered with or contained in the Buyer’s purchase order, confirmation of order, specification or other document shall form part of the Contract simply as a result of such document being referred to in the Contract.
2.3 These Conditions apply to all the Company’s sales and any variation to these Conditions and any representations about the Products and/or Services shall have no effect unless expressly agreed in writing and signed by a director or the company secretary of the Company. The Buyer acknowledges that it has not relied on any statement, promise or representation made or given by or on behalf of the Company which is not set out in the Contract. Nothing in this condition shall exclude or limit the Company’s liability for fraudulent misrepresentation.
2.4 These Conditions do not apply in cases where the Company has supplied Products for use as samples or for display (‘showroom’) purposes. All such supplies are subject to the Company’s [Showroom Supply Terms & Conditions] as amended from time to time.
2.5 Each order or acceptance of a quotation for Products and/or Services by the Buyer from the Company shall be deemed to be an offer by the Buyer to buy Products and/or Services subject to these Conditions.
2.6 No order placed by the Buyer shall be deemed to be accepted by the Company until a written acknowledgement of order is issued by the Company or (if earlier) the Company delivers the Products or starts to provide any of the Services to the Buyer.
2.7 The Buyer shall ensure that the terms of its order and any applicable specification are complete and accurate.
2.8 Any quotation is given on the basis that no Contract shall come into existence until the Company despatches an acknowledgement of order to the Buyer. Unless otherwise expressly stated, any quotation is valid for a period of 30 days from its date, provided that the Company has not previously withdrawn it.
3.1 The quantity and description of the Products and/or Services shall be as set out in the Company’s quotation or acknowledgement of order. In circumstances where relevant components or materials used in manufacturing the Products are not available, the Company reserves the right to substitute equivalent components or materials of at least the same quality and value.
3.2 All samples, drawings, descriptive matter, weights, dimensions, power consumptions, specifications and advertising issued by the Company and any descriptions or illustrations contained in the Company’s catalogues, brochures and price lists are issued or published for the sole purpose of giving an approximate idea of the Products described in them. They shall not form part of the Contract and this is not a sale by sample.
3.3 Without prejudice to condition 3.2, any performance figures relating to the Products published by the Company are based upon the Company’s experience and are such as the Company expects will be obtained, but they are estimates only and are not guaranteed.
3.4 The Buyer acknowledges and agrees that it is the Buyer’s responsibility to ensure that:
(a) the sites or foundations into which the Products are to be installed, including any framework or supports, are appropriate (which shall include, where necessary, taking appropriate architectural or other professional advice);
(b) the installation and/or use of the Products at any location does not breach any relevant contract, covenant, local bye-law or restriction imposed by any local, municipal or government authority to which the Buyer (or the relevant location) is subject;
(c) the Products fulfil any special requirements which the Buyer is bound to observe or fulfil;
unless (in any such case) the Buyer has supplied details of the same to the Company and the Company has confirmed to the Buyer in writing that the Products supplied are appropriate, do comply and/or fulfil such requirements (as appropriate).
4.1 Unless specifically agreed in writing between the parties, delivery of the Products shall take place by the Buyer (or its nominated carrier) collecting the Products at the Company’s place of business at Valletta House, Valletta Street, Hedon Road, Hull HU9 5NP (or at a such other storage location specified by the Company) at any time after the Company has notified the Buyer that the Products are ready for collection. In circumstances where it is agreed (in accordance with the foregoing) that delivery of the Products is to be made by the Company at any other location, this shall be effected by the Company (or its agents) delivering the Products (by a method of transport the Company thinks suitable) to the address of the Buyer agreed in writing by the parties.
4.2 Unless otherwise agreed in writing between the parties, the Buyer shall collect (or take delivery of) the Products within 21 days of the Company giving it notice that the Products are ready for delivery.
4.3 Any dates specified by the Company for delivery of the Products and/or performance of any Services are intended to be an estimate and time for delivery and/or performance shall not be made of the essence by notice. If no dates are so specified, delivery or performance shall be within a reasonable time.
4.4 Subject to the other provisions of these Conditions the Company shall not be liable for any direct, indirect or consequential loss (all three of which terms include, without limitation, pure economic loss, loss of profits, loss of business, depletion of goodwill and similar loss), costs, damages, charges or expenses caused directly or indirectly by any delay in the delivery of the Products and/or performance of any Services (even if caused by the Company’s negligence), nor shall any delay entitle the Buyer to terminate or rescind the Contract unless such delay exceeds 120 days.
4.5 If for any reason the Buyer fails to collect or take delivery of any of the Products when they are ready for delivery, or the Company is unable to deliver the Products and/or any Services on time because the Buyer has not provided appropriate instructions, documents, licences, authorisations or access:
(a) risk in the Products shall pass to the Buyer (including for loss or damage caused by the Company’s negligence);
(b) the Products shall be deemed to have been delivered; and
(c) the Company may store the Products until delivery, whereupon the Buyer shall be liable for all related costs and expenses (including, without limitation, storage and insurance).
4.6 The Buyer shall provide at the Delivery Point and at its expense adequate and appropriate equipment and manual labour for loading or unloading the Products.
4.7 The Company may deliver the Products by separate instalments. Each separate instalment shall be invoiced and paid for in accordance with the provisions of the Contract.
4.8 Each instalment shall be a separate Contract and no cancellation or termination of any one Contract relating to an instalment shall entitle the Buyer to repudiate or cancel any other Contract or instalment.
5.1 The quantity of any consignment of Products as recorded by the Company on despatch from the Company’s place of business shall be conclusive evidence of the quantity received by the Buyer on delivery unless the Buyer can provide conclusive evidence proving the contrary.
5.2 Where the Company has agreed to deliver the Products to the Buyer, the Company shall not be liable for any non-delivery of Products (even if caused by the Company’s negligence) unless the Buyer gives written notice to the Company of the non-delivery within 24 hours of the date when the Products would in the ordinary course of events have been received.
5.3 Any liability of the Company for non-delivery of the Products shall be limited to replacing the Products within a reasonable time or issuing a credit note at the pro rata Contract rate against any invoice raised for such Products.
6.1 The Products are at the risk of the Buyer from the time of delivery.
6.2 Ownership of the Products shall not pass to the Buyer until the Company has received in full (in cash or cleared funds) all sums due to it in respect of:
(a) the Products and any Services; and
(b) all other sums which are or which become due to the Company from the Buyer on any account.
6.3 Until ownership of the Products has passed to the Buyer, the Buyer shall:
(a) hold the Products on a fiduciary basis as the Company’s bailee;
(b) store the Products (at no cost to the Company) separately from all other goods of the Buyer or any third party in such a way that they remain readily identifiable as the Company’s property;
(c) not destroy, deface or obscure any identifying mark or packaging on or relating to the Products; and
(d) maintain the Products in satisfactory condition and keep them insured on the Company’s behalf for their full price against all risks to the reasonable satisfaction of the Company. On request the Buyer shall produce the policy of insurance to the Company.
6.4 The Buyer may resell the Products before ownership has passed to it solely on the following conditions:
(a) any sale shall be effected in the ordinary course of the Buyer’s business at full market value; and
(b) any such sale shall be a sale of the Company’s property on the Buyer’s own behalf and the Buyer shall deal as principal when making such a sale.
6.5 The Buyer’s right to possession of the Products shall terminate immediately if:
(a) the Buyer has a bankruptcy order made against him or makes an arrangement or composition with his creditors, or otherwise takes the benefit of any statutory provision for the time being in force for the relief of insolvent debtors, or (being a body corporate) convenes a meeting of creditors (whether formal or informal), or enters into liquidation (whether voluntary or compulsory) except a solvent voluntary liquidation for the purpose only of reconstruction or amalgamation, or has a receiver and/or manager, administrator or administrative receiver appointed of its undertaking or any part thereof, or documents are filed with the court for the appointment of an administrator of the Buyer or notice of intention to appoint an administrator is given by the Buyer or its directors or by a qualifying floating charge holder (as defined in paragraph 14 of Schedule B1 to the Insolvency Act 1986), or a resolution is passed or a petition presented to any court for the winding-up of the Buyer or for the granting of a administration order in respect of the Buyer, or any proceedings are commenced relating to the insolvency or possible insolvency of the Buyer; or
(b) the Buyer suffers or allows any execution, whether legal or equitable, to be levied on his/its property or obtained against him/it, or fails to observe or perform any of his/its obligations under the Contract or any other contract between the Company and the Buyer, or is unable to pay its debts within the meaning of section 123 of the Insolvency Act 1986 or the Buyer ceases to trade; or
(c) the Buyer encumbers or in any way charges any of the Products.
6.6 The Company shall be entitled to recover payment for the Products notwithstanding that ownership of any of the Products has not passed from the Company.
6.7 The Buyer grants the Company, its agents and employees an irrevocable licence at any time to enter any premises where the Products are or may be stored in order to inspect them, or, where the Buyer’s right to possession has terminated, to recover them.
6.8 Where the Company is unable to determine whether any Products are the goods in respect of which the Buyer’s right to possession has terminated, the Buyer shall be deemed to have sold all goods of the kind sold by the Company to the Buyer in the order in which they were invoiced to the Buyer.
6.9 On termination of the Contract, howsoever caused, the Company’s (but not the Buyer’s) rights contained in this condition 6 shall remain in effect.
7.1 Unless otherwise agreed by the Company in writing, the price for the Products shall be the price set out in the Company’s price list published on the date of delivery or deemed delivery.
7.2 The Company may at any time increase the price for the Products by an amount equal to the increase in the Company’s cost in carrying out its obligations under the Contract which is due to any factor beyond the control of the Company (including but not limited to any significant increase in raw material, labour or energy costs or other costs of manufacture, any foreign exchange fluctuation, currency regulation or alteration of duties) and a proportionate increase in price required to preserve the Company’s profit margin.
7.3 The Buyer shall be liable to pay to the Company, on demand, all reasonable costs, charges or losses sustained or incurred by the Company (including, without limitation, any direct, indirect or consequential losses, loss of profit and loss of reputation, loss or damage to property and those arising from injury to or death of any person and loss of opportunity to deploy resources elsewhere) arising directly or indirectly from the Buyer’s fraud, negligence, failure to perform or delay in the performance of any of its obligations under the Contract. In any case where drawings, plans, specifications, or other information are sought from the Buyer to enable the Company to proceed with the Contract, the price may be increased by the Company if such documents or information is not made available by the Buyer to the Company before entering into the Contract.
7.4 The price for the Products shall be exclusive of any value added tax and all costs or charges in relation to packaging, loading, unloading, carriage and insurance, all of which amounts the Buyer shall pay in addition when it is due to pay for the Products.
8.1 Subject to condition 8.4, unless otherwise agreed in writing between the Company and the Buyer payment of the price for the Products is due in pounds sterling on the last working day of the month following the month in which the Company’s invoice in respect thereof is dated.
8.2 Time for payment shall be of the essence.
8.3 No payment shall be deemed to have been received until the Company has received cleared funds.
8.4 All payments payable to the Company under the Contract shall become due immediately on its termination despite any other provision.
8.5 The Buyer shall make all payments due under the Contract in full without any deduction whether by way of set-off, counterclaim, discount, abatement or otherwise unless the Buyer has a valid court order requiring an amount equal to such deduction to be paid by the Company to the Buyer.
8.6 If the Buyer fails to pay the Company any sum due pursuant to the Contract, without prejudice to any other rights the Company may have:
(a) the Buyer shall be liable to pay interest to the Company on such sum from the due date for payment at the annual rate of 4% above the base lending rate from time to time of the Company’s bankers in the United Kingdom from time to time, accruing on a daily basis until payment is made, whether before or after any judgment. The Company reserves the right to claim interest under the Late Payment of Commercial Debts (Interest) Act 1998; and
(b) the Company may suspend collection or delivery of any Products and Services until payment in full of all outstanding sums has been made.
9.1 Where the Company is not the manufacturer of the Products, the Company shall endeavour to transfer to the Buyer the benefit of any warranty or guarantee given to the Company and the Company’s liability shall not exceed the amounts recovered from the manufacturer concerned.
9.2 The Company warrants that (subject to the other provisions of these Conditions) on delivery, and for a period of 12 months from the date of delivery, the Products shall:
(a) be of satisfactory quality within the meaning of the Sale of Goods Act 1979; and
(b) be reasonably fit for their usual purpose (or any particular purpose for which the Products are being bought if the Buyer had made known that purpose to the Company in writing and the Company has confirmed in writing that it is reasonable for the Buyer to rely on the skill and judgement of the Company).
9.3 The Company may at its discretion also provide an extended warranty of up to 10 years in respect of certain types of products supplied by the Company which may apply to the Products. If such extended warranty is to be provided in relation to any of the Products, the Company shall confirm this in writing to the Buyer in the Contract, and shall be subject to the Company’s Extended Guarantee Terms & Conditions (which includes certain conditions and exclusions which affect the Buyer’s ability to make a claim under it). The Buyer acknowledges and agrees that neither the Company’s warranty (referred to in condition 9.2) nor any extended warranty which may be available (referred to in this condition 9.3) relating to the Products is a “consumer guarantee” and the Buyer shall not hold the Company out as providing any guarantee to the Buyer’s customers or the end users in relation to the Products (whether in its advertising or otherwise). (For the purposes of this condition 9.3 a “consumer guarantee” shall have the meaning set out in The Sale and Supply of Goods to Consumers Regulations 2002).
9.4 The Company shall not be liable for a breach of any of the warranties in conditions 9.2 or 9.3 unless:
(a) if the defect is as a result of damage in transit (and such defect is visible on reasonable inspection) the Buyer must verbally notify the Company and the carrier of such damage within 24 hours of the time of delivery (and confirm the same to the Company in writing within [7 days] of delivery);
(b) (subject to condition 9.4(a)) the Buyer gives written notice of the defect to the Company within 1 month of the time when the Buyer discovers or ought to have discovered the defect; and
(c) the Company is given a reasonable opportunity after receiving notification by the Buyer under either condition 9.4(a) or (b) of examining such Products and the Buyer (if asked to do so by the Company and if reasonably practicable) arranges the return of such Products to the Company’s place of business at the Company’s cost for the examination to take place there.
9.5 The Company shall not be liable for a breach of any of the warranties in conditions 9.2 or 9.3 if:
(a) the defect arises because the Buyer failed to follow the Company’s oral or written instructions as to the storage, installation, commissioning, use or maintenance of the Products or (if there are none) good trade practice; or
(b) the Buyer alters or repairs such Products without the written consent of the Company; or
(c) the defect has arisen from a drawing, design or specification supplied by the Buyer in relation to the Products.
9.6 Subject to condition 9.4 and condition 9.5, if any of the Products do not conform with any of the warranties in condition 9.2 the Company shall at its option repair or replace such Products (or the defective part) or refund the price of such Products at the pro rata Contract rate provided that, if the Company so requests, the Buyer shall, at the Company’s expense, return the Products or the part of such Products which is defective to the Company.
9.7 If the Company complies with condition 9.6 it shall have no further liability for a breach of any of the warranties in condition 9.2 in respect of such Products.
9.8 Any Products replaced under condition 9.6 shall belong to the Company and any repaired or replacement Products shall be guaranteed on these terms for the unexpired portion of the 12 month period referred to in condition 9.2.
10.1 Subject to condition 4, condition 5 and condition 9, the following provisions set out the entire financial liability of the Company (including any liability for the acts or omissions of its employees, agents and sub-contractors) to the Buyer in respect of:
(a) any breach of these Conditions or the Contract;
(b) any use made or resale by the Buyer of any of the Products or the Services or any part of them, or of any product incorporating any of the Products; and
(c) any representation, statement or tortious act or omission including negligence arising under or in connection with the Contract.
10.2 All warranties, conditions and other terms implied by statute or common law (save for the conditions implied by section 12 of the Sale of Goods Act 1979) are, to the fullest extent permitted by law, excluded from the Contract.
10.3 Nothing in these Conditions excludes or limits the liability of the Company:
(a) for death or personal injury caused by the Company’s negligence; or
(b) under section 2(3), Consumer Protection Act 1987; or
(c) for any matter which it would be illegal for the Company to exclude or attempt to exclude its liability; or
(d) for any liability incurred by the Buyer as a result of any breach by the Company of the condition as to title or the warranty as to quiet possession implied by section 2 of the Supply of Goods and Services Act 1982; or
(e) for fraud or fraudulent misrepresentation.
10.4 Subject to condition 10.2 and condition 10.3:
(a) the Company’s total liability for any loss, damage, costs, claims or expenses suffered by the Buyer in contract, tort (including negligence or breach of statutory duty), misrepresentation, restitution or otherwise, arising in connection with the performance or contemplated performance of the Contract shall be limited as follows:
(i) in the case of liability arising from damage to [physical or real property], [including loss of data], the limit of liability shall be £1,000,000 in respect of any one event or series of connected events; and
(ii) in respect of any other liability the Supplier’s aggregate liability shall in no circumstances exceed the Contract price; and
(b) the Company shall not be liable to the Buyer for loss of profit, loss of business, or depletion of goodwill in each case whether direct, indirect or consequential, or any claims for consequential compensation whatsoever (howsoever caused) which arise out of or in connection with the Contract.
10.5 If the Company’s performance of its obligations under the Contract is prevented or delayed by any act or omission of the Buyer, its agents, subcontractors, consultants or employees, the Company shall not be liable for any costs, charges or losses sustained or incurred by the Buyer arising directly or indirectly from such prevention or delay.
10.6 Without prejudice to the generality of condition 10.1, for the avoidance of doubt, the limitations and exclusions in this condition 10 in respect of the financial liability of the Company shall apply to (inter alia) any penalties, indemnity payments or other charges levied on the Buyer by its own customer or client.
11.1 If Products are manufactured by the Company in accordance with a specification or design or special requirements (including without limitation the application of any process) supplied by the Buyer, the Buyer shall be responsible for ensuring that so far as is reasonably practicable the Products are so designed as to be safe and without risk to health when properly used, that such testing and examination is carried out as may be reasonably necessary for ensuring that the Products are so designed and that adequate information will be available in connection with the use of the Products at work about the use for which they are designed and tested and about any conditions necessary to ensure that when put to that use, the Products will be safe and without risk to health.
11.2 The Buyer shall indemnify the Company against all loss, costs, claims, expenses and damages awarded against or incurred by the Company arising out of:
(a) any failure on the part of the Buyer to carry out its responsibilities referred to in condition 11.1 and for all costs and expenses incurred by the Company in dealing with any such claims and rectifying any defects in the Products; and
(b) any alleged infringement of any patent, trade mark, registered design, design right, copyright or other industrial or intellectual property rights of any other person arising out of the manufacture or sale of Products made to the specification or special requirements (including without limitation the application of any process) of the Buyer.
12.1 All written information, drawings, artwork, images and diagrams (excluding the Products themselves) prepared by the Company in relation to the supply of Products and the copyright therein and all other items owned by the Company and used in the production of the Products shall remain the property of the Company and shall be returned by the Buyer on demand. All such information shall be treated as confidential and shall not be copied or reproduced or disclosed to any third party without the prior written consent of the Company.
12.2 The Buyer shall ensure that its employees, servants and agents and all those under the Buyer’s control and supervision shall comply with the obligations of confidentiality contained in condition 12.1.
12.3 The supply of Products by the Company shall not confer any right upon the Buyer to use any of the Company’s trade marks (except in the re-sale of the Products in the packaging supplied by the Company), or any of the Company’s patents, design rights or other industrial or intellectual property rights, and at all times such patents, trade marks, design rights and other industrial or intellectual property rights shall remain the absolute property of the Company (or its suppliers).
12.4 The Buyer shall not without the prior consent in writing of the Company exhibit any Products at any exhibition or trade display (such consent not to be unreasonably withheld).
13.1 The Company may assign the Contract or any part of it to any person, firm or company.
13.2 The Buyer shall not be entitled to assign the Contract or any part of it without the prior written consent of the Company.
The Company reserves the right to defer the date(s) of delivery of Products or performance of any Services or to cancel the Contract or reduce the volume of the Products or Services ordered by the Buyer (without liability to the Buyer) if it is prevented from or delayed in the carrying on of its business due to circumstances beyond the reasonable control of the Company including, without limitation, acts of God, governmental actions, war or national emergency, acts of terrorism, protests, riot, civil commotion, fire, explosion, flood, epidemic, lock-outs, strikes or other labour disputes (whether or not relating to either party’s workforce), failure or delays by sub-contractors or restraints or delays affecting carriers or inability or delay in obtaining supplies of adequate or suitable materials, provided that, if the event in question continues for a continuous period in excess of 180 days, the Buyer shall be entitled to give notice in writing to the Company to terminate the Contract.
The term “agent” as applied to those persons firms or companies either in the United Kingdom or elsewhere with whom the Company has made arrangements for the sale of its Products is a nominal one, and indicates only that they are local representatives appointed for the convenience of customers and through whom enquiries or orders may be received and dealt with by the Company. They are not authorised by the Company to incur any liability, give any guarantee or warranty, make any representation or transact any business whatsoever on behalf of the Company other than the offering for sale of the Company’s Products upon the terms of these Conditions.
14.1 Each right or remedy of the Company under the Contract is without prejudice to any other right or remedy of the Company whether under the Contract or not.
14.2 If any provision of the Contract is found by any court, tribunal or administrative body of competent jurisdiction to be wholly or partly illegal, invalid, void, voidable, unenforceable or unreasonable it shall to the extent of such illegality, invalidity, voidness, voidability, unenforceability or unreasonableness be deemed severable and the remaining provisions of the Contract and the remainder of such provision shall continue in full force and effect.
14.3 Failure or delay by the Company in enforcing or partially enforcing any provision of the Contract shall not be construed as a waiver of any of its rights under the Contract.
14.4 Any waiver by the Company of any breach of, or any default under, any provision of the Contract by the Buyer shall not be deemed a waiver of any subsequent breach or default and shall in no way affect the other terms of the Contract.
14.5 The parties to the Contract do not intend that any term of the Contract shall be enforceable by virtue of the Contracts (Rights of Third Parties) Act 1999 by any person that is not a party to it.
14.6 Subject to condition 12, no variation of the Contract or these Conditions or of any of the documents referred to in them shall be valid unless it is in writing and signed by or on behalf of each of the parties.
14.7 Unless specifically provided otherwise, rights arising under the Contract are cumulative and do not exclude rights provided by law.
14.8 Nothing in these Conditions or the Contract is intended to, or shall be deemed to, constitute a partnership or joint venture of any kind between any of the parties, nor constitute any party the agent of another party for any purpose. No party shall have authority to act as agent for, or to bind, the other party in any way.
14.9 The formation, existence, construction, performance, validity and all aspects of the Contract shall be governed by English law and the parties submit to the exclusive jurisdiction of the English courts.
15.1 All communications between the parties about the Contract shall be in writing and delivered by hand or sent by pre-paid first class post or sent by fax:
(a) (in case of communications to the Company) to its registered office or such changed address as shall be notified to the Buyer by the Company; or
(b) (in the case of the communications to the Buyer) to the registered office of the addressee (if it is a company) or (in any other case) to any address of the Buyer set out in any document which forms part of the Contract or such other address as shall be notified to the Company by the Buyer.
15.2 Communications shall be deemed to have been received:
(a) if sent by pre-paid first class post, two days (excluding Saturdays, Sundays and bank and public holidays) after posting (exclusive of the day of posting); or
(b) if delivered by hand, on the day of delivery; or
(c) if sent by fax on a working day prior to 4.00 pm, at the time of transmission and otherwise on the next working day.
15.3 Communications addressed to the Company shall be marked for the attention of the Company Secretary.
18.1 In these Conditions “Incoterms” means the international rules for the interpretation of trade terms of the International Chamber of Commerce as in force at the date when the Contract is made. Unless the context otherwise requires, any term or expression which is defined in or given a particular meaning by the provisions of Incoterms shall have the same meaning in these Conditions, but if there is any conflict between the provisions of Incoterms and these Conditions, the latter shall prevail.
18.2 Where the Products are supplied for export from the United Kingdom, the provisions of this condition 18 shall (subject to any special terms agreed in writing between the Buyer and the Company) apply notwithstanding any other provision of these Conditions.
18.3 The Buyer shall be responsible for complying with any legislation or regulations governing the importation of the Products into the country of destination and for the payment of any duties on them.
18.4 Unless otherwise agreed in writing between the Buyer and the Company, the Products shall be delivered FOB the United Kingdom air or sea port of shipment in the United Kingdom and the Company shall be under no obligation to give notice under section 32(3) of the Sale of Goods Act 1979.
18.5 The Buyer shall be responsible for arranging for testing and inspection of the Products at the Company’s premises before shipment. The Company shall have no liability for any claim in respect of any defect in the Products which would be apparent on inspection and which is made after shipment, or in respect of any damage during transit.
18.6 Unless otherwise agreed in writing between the Buyer and the Company, payment of all amounts due to the Company shall be made by irrevocable letter or credit opened by the Buyer in favour of the Company and confirmed by a bank in the United Kingdom acceptable to the Company or, if the Company has agreed in writing on or before acceptance of the Order to waive this requirement, by acceptance by the Buyer and delivery to the Company of a bill of exchange drawn on the Buyer payable 60 days after sight to the order of the Company at such branch of Barclays Bank in England as may be specified in the bill of exchange.
17.1 In the event that the Buyer carries out any work at the Buyer’s premises or any other designated site (including installing, replacing or repairing Products, or erecting any prefabricated or permanent buildings or other structures)(Services), such Services shall be provided in accordance with these Conditions.
17.2 The Buyer shall without delay and at its own expense:
(a) clear and prepare the site (and if so required provide proper foundations and services to the Company’s satisfaction) including identifying, monitoring, removing and disposing of any hazardous materials from any of its premises in accordance with all applicable laws, and provide on the site adequate water, electricity, gas light and such other facilities and services as will enable the Company to carry out the Services expeditiously and without interruption;
(b) permit access to the site for the Company’s agents servants officers contractors and all other persons which the Company requires on site, and inform the Company and such personnel of all health and safety rules and regulations and any other reasonable security requirements that apply at the site; and
(c) provide to the Company, in a timely manner, such information and data as the Company may reasonably require and ensure that it is accurate in all material respects;
(d) obtain and maintain all necessary licences and consents and comply with all relevant legislation in relation to the Services, in all cases before the date on which the Services are to start;
(e) co-operate with the Company in all matters relating to the Services and provide such assistance, unskilled labour, lifting tackle and appliances as may be required.
17.3 The Company shall use reasonable endeavours to meet any performance dates agreed in relation to the Services, but any such dates shall be estimates only and time shall not be of the essence for performance of the Services.
17.4 The Company shall use reasonable endeavours to observe all health and safety rules and regulations, and any other reasonable security requirements that apply at the Buyer’s premises and that have been communicated to it under condition 17.2(b), provided that it shall not be liable under the Contract if, as a result of such observation, it is in breach of any of its obligations under the Contract.
17.5 In consideration of any Services provided by the Company, the Buyer shall pay the Company’s charges on a time and materials basis calculated in accordance with the Company’s standard hourly fee rates and shall reimburse the Buyer in respect of any travelling and subsistence expenses at its standard rates (each as amended from time to time). The Company shall invoice the Buyer in arrears for its charges for time, expenses and materials (together with VAT where appropriate) which invoices shall be payable in accordance with condition 8.
17.6 The Company may, from time to time and without notice, change the Services in order to comply with any applicable safety or statutory requirements, provided that such changes do not materially affect the nature, scope of, or the charges for the Services.
17.7 The Company recommends that the Buyer arranges for its own representative to be present on site at the time of performance of the Services to enable the Buyer to inspect the works following completion. If the Buyer fails to do so, the written report of the Company in relation to completion of the Services shall be final.
Without prejudice to any other rights it may have, the Company shall have a general lien in respect of all sums due from or claims against the Buyer upon all goods to be supplied to the Buyer or upon which work has been or is to be done on the Buyer’s behalf. The Company shall be entitled, upon not less than 14 days’ written notice to the Buyer, to sell any goods of the Buyer upon which the Company has any lien and, where the property in such goods is at the time of such sale in the Buyer, shall be deemed to be his agent for the purpose of effecting such sale. The Company may apply the proceeds of such sale towards the satisfaction of sums due from and/or claims against the Buyer without prejudice to the Company’s right to recover the balance thereof from the Buyer.
|
economics
|
https://rsl-group.com/our-projects/leviathan-vent-boom/
| 2023-09-25T10:03:49 |
s3://commoncrawl/crawl-data/CC-MAIN-2023-40/segments/1695233508959.20/warc/CC-MAIN-20230925083430-20230925113430-00288.warc.gz
| 0.945314 | 180 |
CC-MAIN-2023-40
|
webtext-fineweb__CC-MAIN-2023-40__0__151631505
|
en
|
Heerema Fabrication Group (HFG) were awarded the Procurement and Construction contract for the Noble Energy Leviathan Vent Boom under the Heerema Marine
Construction started in the first quarter of 2018 at the Heerema hartlepool yard in the UK. The sail away was in the second quarter 2019. The Vent Boom has a length of over 130 meters and was later lifted into position offshore by Heerema Marine Contractors’ newest heavy lift vessel Sleipnir.
The Leviathan Gas Field is located approximately 125 km west of Haifa, Israel, and 35 km west of the Tamar field, in the Eastern Mediterranean Levantine Basin. The project will be a subsea production system connecting high-rate subsea wells to a fixed platform. The subsea production system and fixed platform will be designed to accommodate up to 2,100 million standard cubic feet per day.
|
economics
|
https://simulatorsgames.com/basics-of-forex-trading/
| 2024-02-26T02:25:21 |
s3://commoncrawl/crawl-data/CC-MAIN-2024-10/segments/1707947474649.44/warc/CC-MAIN-20240225234904-20240226024904-00475.warc.gz
| 0.934716 | 1,673 |
CC-MAIN-2024-10
|
webtext-fineweb__CC-MAIN-2024-10__0__99087225
|
en
|
Forex trading, also known as foreign exchange trading or currency trading, is the buying and selling of currencies with the aim of generating a profit. It involves trading one currency against another and speculating on the fluctuations in their exchange rates.
Forex trading is typically done through a broker or market maker, and can be conducted 24 hours a day, five days a week. It’s a popular form of trading due to its potential for high returns, but it also carries a high level of risk.
How to Trade Forex:
I can explain the basics of how to trade forex.
- Learn the basics: Before you start trading, you should learn about the forex market, including the different currencies, how they are traded, and the factors that influence their exchange rates. There are many online resources available, such as tutorials, webinars, and e-books that can help you get started.
- Choose a forex broker: You’ll need to choose a forex broker that provides you with a trading platform and access to the forex market. Look for a broker that is regulated and has a good reputation.
- Open a trading account: Once you’ve chosen a broker, you’ll need to open a trading account. You’ll need to provide some personal information and complete the necessary paperwork. You may also need to make a deposit to fund your account.
- Analyze the market: Before you make a trade, you’ll need to analyze the market to determine which currency pairs to trade and when to enter and exit the market. There are a variety of tools and strategies you can use for market analysis, including technical analysis and fundamental analysis.
- Place your trades: Once you’ve analyzed the market, you’ll need to place your trades through your trading platform. You’ll need to specify the currency pair, the trade size, and the direction of the trade (buy or sell).
- Monitor your trades: After you’ve placed your trades, you’ll need to monitor them to see how they are performing. You can do this through your trading platform, which will show you the current price of the currency pair and any profits or losses you’ve made.
- Manage your risk: Forex trading carries a high level of risk, so it’s important to manage your risk carefully. This may involve using stop-loss orders to limit your potential losses, or using leverage with caution.
Overall, forex trading requires a combination of knowledge, skill, and discipline. It’s important to be patient and to develop a trading strategy that works for you.
Is forex trading good for beginners?
Forex trading can be good for beginners, but it is important to approach it with caution and a willingness to learn. The foreign exchange market can be complex and volatile, so it is important for beginners to take the time to educate themselves on the basics of trading, risk management, and market analysis. One way to start is by using a demo trading account, which allows you to practice trading without risking any real money. As you gain experience and confidence, you can gradually move on to trading with real funds. It’s also important to keep in mind that forex trading involves risks, so it’s important to have a solid trading plan and to never trade more than you can afford to lose.
Best Forex Trading Platforms for Beginners
There are several forex trading platforms that are well-suited for beginners. Here are some of the most popular ones:
- MetaTrader 4 (MT4): This is one of the most widely used forex trading platforms in the world. It offers a user-friendly interface, a variety of charting tools, and the ability to use automated trading strategies.
- eToro: This platform is known for its social trading features, which allow you to copy the trades of more experienced traders. It also offers a demo account for beginners to practice trading without risking real money.
- FOREX.com: This platform is part of GAIN Capital Holdings, Inc., which is a publicly-traded company. It offers a range of educational resources for beginners, including webinars and a trading academy.
- Plus500: This platform offers a simple and intuitive interface, as well as a demo account for beginners. It also offers a range of trading instruments, including forex, stocks, and commodities.
- IQ Option: This platform is known for its low minimum deposit requirement and user-friendly interface. It also offers a range of educational resources for beginners, including video tutorials and a trading blog.
Before choosing a forex trading platform, it’s important to do your research and ensure that you understand the fees, features, and tools offered by each platform.
Is forex trading profitable?
Yes, forex trading can be profitable, but it requires a solid understanding of the market, effective trading strategies, and sound risk management practices. As with any investment, there are risks involved in forex trading, but with a well-planned approach, traders can potentially earn significant profits.
However, it’s important to note that not all traders make money, and losses can occur as well. Success in forex trading often depends on a trader’s ability to analyze market trends and make informed decisions based on that analysis. It’s also important to have realistic expectations and to never risk more than you can afford to lose.
Forex trading can be profitable in a number of ways, including:
- Pips: Pips are the smallest unit of measurement in forex trading, and they represent the change in value between two currencies. By buying a currency pair at a lower price and selling it at a higher price, you can earn a profit in pips.
- Leverage: Forex brokers often offer leverage, which allows traders to control larger positions with relatively small amounts of capital. This means that even small price movements can result in significant profits (or losses).
- Interest rate differentials: When trading currency pairs, traders can earn interest on the currency they hold (known as the “carry trade”). If the interest rate on the currency you hold is higher than the interest rate on the currency you are trading it against, you can earn a profit on the interest rate differential.
- Market analysis: By analyzing market trends and using technical and fundamental analysis, traders can make informed decisions about when to buy and sell currency pairs. This can help them to take advantage of profitable trading opportunities.
Overall, successful forex trading requires a combination of market knowledge, effective risk management, and sound trading strategies.
Forex Trading Courses
There are many forex trading courses available online, and some of them include:
Forex Trading A-Z – With Live Examples by Udemy: This course covers the basics of forex trading, including technical analysis, risk management, and trading psychology. It also includes live trading examples to help students apply what they have learned.
The Complete Foundation FOREX Trading Course by Udemy: This course covers the fundamentals of forex trading, including how to read currency charts, how to use technical indicators, and how to develop effective trading strategies.
Forex Trading for Beginners (3-course bundle) by Stock Market College: This comprehensive course bundle includes three courses on forex trading for beginners, covering everything from the basics of forex trading to advanced trading strategies.
The Advanced Forex Course for Smart Traders by Forex Mentor: This course is designed for experienced traders who want to take their trading to the next level. It covers advanced trading strategies, risk management techniques, and market analysis.
Forex Trading Strategies by Platinum Trading Academy: This course covers a range of trading strategies, including scalping, swing trading, and position trading. It also includes live trading sessions and personalized coaching.
These are just a few examples of the many forex trading courses available online. It’s important to research each course carefully to find the one that best meets your needs and fits your trading style.
|
economics
|
https://www.kesselmanwm.com/services/retirement-planning
| 2024-02-28T10:03:48 |
s3://commoncrawl/crawl-data/CC-MAIN-2024-10/segments/1707947474700.89/warc/CC-MAIN-20240228080245-20240228110245-00696.warc.gz
| 0.945323 | 668 |
CC-MAIN-2024-10
|
webtext-fineweb__CC-MAIN-2024-10__0__197524245
|
en
|
Your Journey to a Secure Retirement
Every person dreams of a secure and comfortable retirement — a time when they can finally enjoy the fruits of their years of hard work. This dream, however, does not come to fruition without careful planning and strategic financial decisions. That's where we come in.
Our Comprehensive Retirement Planning Services
Retirement Income Planning
One of the primary concerns for any retiree is ensuring a steady flow of income to support their lifestyle post-retirement. We design a retirement income plan tailored to your specific needs, considering all potential sources of income such as pensions, social security, savings, and investments.
Making the right investments is crucial for wealth accumulation and a successful retirement plan. We guide you in building a diversified portfolio that aligns with your financial goals and risk tolerance. We will regularly monitor and adjust your portfolio to respond to market trends and changes in your circumstances.
Understanding tax implications is a vital aspect of retirement planning. We help you reduce the impact of taxes on your retirement savings and income. Our proactive approach combines strategic investment decisions with tax-efficient withdrawal strategies to help maximize your after-tax income. We also make use of Roth IRA conversions to lessen the tax impact of Required Minimum Distributions later in retirement.
Social Security and Pension Benefits
Choosing when and how to claim Social Security and pension benefits can significantly impact your retirement income. We offer guidance in optimizing your benefits based on your unique situation, including advice on timing, spousal benefits, and taxation.
We understand that your legacy matters. Our estate planning services are all about making sure your wishes are fulfilled and your loved ones cared for, with as little tax burden as possible.
We’ll discuss the people and charitable organizations that matter most to you and make sure that your estate planning documents are aligned with your wishes. We’ll also discuss financial powers of attorney and medical directives to ensure that there is a clear plan in place in the event that you become ill or incapacitated. We will work closely with your attorney (or recommend one) to draft documents or make any needed changes to your existing estate plan.
Healthcare and Long-Term Care Planning
Healthcare costs and the potential need for long-term care are often significant concerns for retirees. We help you incorporate these considerations into your retirement plan, exploring options like long-term care insurance, health savings accounts, and Medicare strategies to ensure you're covered.
Why Choose Us for Your Retirement Planning Needs
We bring years of experience and a deep understanding of retirement planning intricacies. We offer a personal, customized approach, taking the time to understand your individual needs, goals, and concerns. Our commitment to transparency means we keep you informed and involved in every decision, ensuring you're comfortable with every step we take together.
Furthermore, we continuously monitor and adjust your retirement plan as your needs change and evolve over time. Our ongoing management ensures that you are always on track.
We invite you to start your journey towards a secure retirement with us. With our comprehensive retirement planning services, your financial future is in capable hands. Your dream retirement is closer than you think — let us help you make it a reality.
Book a free consultation today to discuss your retirement planning needs. We're excited to be a part of your financial journey.
|
economics
|
http://chicagofringe.blogspot.com/2013/02/a-good-possibly-best-problem-to-have.html
| 2018-07-16T03:05:56 |
s3://commoncrawl/crawl-data/CC-MAIN-2018-30/segments/1531676589172.41/warc/CC-MAIN-20180716021858-20180716041858-00098.warc.gz
| 0.948791 | 593 |
CC-MAIN-2018-30
|
webtext-fineweb__CC-MAIN-2018-30__0__6172196
|
en
|
As a startup arts organization, the signs of victory are few and far between. That isn't meant to sound negative. Startups and entrepreneurs know what lies ahead. The work is long and front-loaded when you create something from scratch that did not exist before. Nor are there clear markers that you've "made it."
So you can imagine my excitement when I got the call last November that Chicago Fringe would be the recipient of a grant from the MacArthur Fund for Arts & Culture at the Richard H. Driehaus Foundation. A milestone! A recognition of the legitimacy of our 4 years of planning and producing! Break out the champagne! (We can't afford champagne).
It also created an interesting new twist. Chicago Fringe would have a little extra breathing room in an otherwise shoe-string budget. Not a lot of room, but a little. So here's the rub: what do you do with it?
It's an intriguing question to ask. If you asked me to spend a million dollars producing the Chicago Fringe Festival, I could do it. No doubt in my mind. This was a substantial amount of money, but not enough to accomplish everything we want (nor is any grant supposed to be, I reckon.) So where do you put your first substantial dollars? In the bank? Marketing? PR? Staff stipends? New technology? Board building? Improved services at the Fest itself?
For my money (yeah, yeah, I know), I think the priority is reinvesting this money into what the nonprofit sector calls "Development." In short: raising money. I am not plugged into the world of nonprofit fundraising enough to know if many nonprofits take this route, but for us it is an important one. With a founding principle to return 100% of ticket sales back to the artists, the Fringe has done a whole heck of a lot with very little cash to produce the Festival for 3 years now. But long term sustainability demands income to continue the noble mission. Volunteers burn out, so staff needs to be hired. You are no longer the new kid on the scene, so marketing dollars must be spent to get noticed. And on and on.
So, we are NOT going to bury this money underground like that one guy in the Bible. We are hopefully going to turn it into more money to benefit the growth of our company. It's a slow moving, slightly unsexy, but ultimately worthy cause for Chicago Fringe.
Oh, and one more thing: the flexibility to use our grant money as we see fit should not be underestimated. It's so crucial. If this were, say, a grant directed at a particular program or limited to producing the Fest, we would not be able to put it in the Development pot. So three cheers for general operating grants and grantors like Driehaus and MacArthur for recognizing the importance of that flexibility.
All about the Fringe Benjamins,
|
economics
|
https://www.humaneaware.org/help-for-pets.php
| 2023-06-08T08:40:12 |
s3://commoncrawl/crawl-data/CC-MAIN-2023-23/segments/1685224654606.93/warc/CC-MAIN-20230608071820-20230608101820-00564.warc.gz
| 0.962443 | 223 |
CC-MAIN-2023-23
|
webtext-fineweb__CC-MAIN-2023-23__0__96738672
|
en
|
Humane Aware Projects
Help for Pets Database
As the cost of living crisis deepens, more and more people are facing heartbreaking choices over whether they can afford to continue caring for their pets. For many, companion animals are a huge source of comfort during difficult times and some people are going without food themselves in order to feed their pets. Pet abandonment has increased sharply over the past year and is likely to worsen as the cost of living crisis intensifies. There are, however, a number of charities and organisations out there providing support for people and their pets facing hardship.
This database pulls together various sources of help that is available across different regions of the UK, including financial help with spay/neuter surgeries, veterinary care and pet food. Please scroll through the list to find an organisation near you. If you have any trouble accessing the database, please contact us and we will try to connect you with the most relevant organisation that can help.
Please help us to keep this Help for Pets database up-to-date by getting in touch if you notice anything missing that should be included on the list.
|
economics
|
http://aclloyd.com/tachbrook-park-is-set-to-get-superfast-broadband-in-november-with-the-help-of-warwicknet/
| 2018-08-17T06:05:14 |
s3://commoncrawl/crawl-data/CC-MAIN-2018-34/segments/1534221211719.12/warc/CC-MAIN-20180817045508-20180817065508-00283.warc.gz
| 0.924792 | 353 |
CC-MAIN-2018-34
|
webtext-fineweb__CC-MAIN-2018-34__0__69837085
|
en
|
One of Warwickshire’s premier business estates, Tachbrook Park, is set to receive a massive Internet speed boost in autumn with the launch of WarwickNet fibre optic services. Warwicknet are taking a phased approach to the business park with phase one bringing FTTC super and ultra fast broadband to well over half of the businesses on-site with the rest due to follow in due course.
Once in place, broadband speeds of up to 80Mbit/s will be possible when companies choose to connect to WarwickNet’s newly built cabinets on site. Other standard Leased Line and MPLS product sets will also be available. Speaking about the forthcoming development, WarwickNet Chief Executive Ben King commented;
“We have had our eye on Tachbrook for quite some time and many businesses have expressed interest in getting WarwickNet on-site. It feels great to finally be in a position to help the businesses there with modern, fast Internet access”.
Business Development Manager Mark Hitchcock, who will be leading the project and engaging with local businesses, added;
“Tachbrook is jam packed with well-established and highly successful local, national and international business tenants. It seems that they have a great location to work from and the only thing lacking is a reliable, high speed internet connection. I’m looking forward to helping these businesses improve their connectivity and explore the possibilities which comes with that positive change.”
For more information about WarwickNet’s services on Tachbrook Park, please contact Mark Hitchcock (Business Development Manager) on 024 7699 7224, via e-mail at [email protected] or you can tweet @MarkWarwickNet
|
economics
|
http://creativelatitude.com/press_releases/news_press_05-27-2005-dt.html
| 2016-08-25T02:39:53 |
s3://commoncrawl/crawl-data/CC-MAIN-2016-36/segments/1471982292734.19/warc/CC-MAIN-20160823195812-00074-ip-10-153-172-175.ec2.internal.warc.gz
| 0.927601 | 244 |
CC-MAIN-2016-36
|
webtext-fineweb__CC-MAIN-2016-36__0__2549227
|
en
|
digital-telepathy, Inc. Earns Business Award
27 May 2005
San Diego, CA - digital-telepathy, Inc. was presented with the “Emerging Business of the Year” award by the San Diego Regional Chamber of Commerce at an awards luncheon last Thursday. The award was given to recognize digital-telepathy’s outstanding contribution and success in growing their clients’ businesses as a means to growing their own. digital-telepathy, Inc., was also the recipient of the Chamber’s “Excellence in Customer Service” award at last year’s ceremony.
digital-telepathy, Inc. continues to build momentum as a powerful presence in the web design and marketing industry. They have achieved a steady increase in revenue, growing 100%, 200%, and 300% in the last three years respectively. digital-telepathy’s karmic approach to business has shown great returns. “As we focus our efforts on growing our clients, it’s nice to see how we grow in response,” says Chuck Longanecker, President of digital-telepathy, Inc.
Website: digital-telepathy, Inc.
|
economics
|
https://discs.ie/jordan-module-overview
| 2023-10-02T21:31:17 |
s3://commoncrawl/crawl-data/CC-MAIN-2023-40/segments/1695233511021.4/warc/CC-MAIN-20231002200740-20231002230740-00496.warc.gz
| 0.965683 | 386 |
CC-MAIN-2023-40
|
webtext-fineweb__CC-MAIN-2023-40__0__309200954
|
en
|
Microeconomics: Organisations and Institutions.
The module selected for the project was an intermediate microeconomics course that is a core module for economics students on the BA programme in UCC. It is also taken by students from across a range of other programmes, including students from China who study on joint degree programmes with UCC’s partner institutions in China. The course, which I have taught previously, is a typical second year microeconomics module that, until now, has focused on orthodox economic models and frameworks.
I chose this module because of its typicality in economics programmes. It is also a large class, with about 150 students, and this posed particular issues that I wanted to explore with the anonymity of students in a large class setting. I wanted to explore how I could engage with and get to know students’ concerns when the primary mode of delivery was the typical model of lecture in a large theatre.
Economics is not a subject typically associated with social justice. Indeed, many would use economics and its dominant liberal discourse as antithesis to the idea of social justice. In my view this misrepresents much of economics, though the mainstream (and most significant policy influences) remains dominated by neo-classical, rationalist approaches.
I also wanted to bring ethical considerations into a core economics course to present students with alternative approaches and considerations to those which they will encounter repeatedly over their programme. I also wanted to demonstrate that economics can contribute to the important social issues that students care about and will need to address as professionals and citizens.
The course had four elements. These were:
- ethics and economics;
- social economics (fairness and interdependence);
- climate and economics; and
- economic inequalities.
If you would like to view the full course outline, please click here.
|
economics
|
http://germainekoh.com/ma/projects_detail.cfm?pg=projects&projectID=12
| 2017-04-27T03:14:58 |
s3://commoncrawl/crawl-data/CC-MAIN-2017-17/segments/1492917121865.67/warc/CC-MAIN-20170423031201-00345-ip-10-145-167-34.ec2.internal.warc.gz
| 0.852892 | 583 |
CC-MAIN-2017-17
|
webtext-fineweb__CC-MAIN-2017-17__0__212539494
|
en
|
aluminum-factory waste, metallized polyester, traces of asphalt and dirt, Various sizes
Pressions topographiques is a series of objects produced in the context of the artist-in-residence program of the Centre de réflexion sur l'image et ses contextes (CRIC) at the École cantonale d'art du Valais in Sierre, in the Swiss Alps.
The project brings together traces of the local industry and topography, both large- and small-scale, and sits in contrast to idealized images of both realms. Off-cut waste lengths of extruded aluminum from the local aluminum factory are fused with direct casts (in metallized polyester) of individual cracks in the local pavement. The results are singular objects, each with one side resembling a sort of mountain range — complete with traces of organic rubble — and the whole object sliced and milled like a geological sample.
The factory, presently operated by Alcan (formerly Alusuisse) and specialized in extruded aluminum products, has historically been the largest employer in a region whose economy is otherwise marked by tourism and artisanal agricultural products such as wine and cheese. The extrusion of aluminum — a process of pressing softened metal through a custom-shaped die — somehow recalls the geographical conditions that originally determined the siting of the factory in the region: that is, the availability of vast amounts of hydroelectric power generated by large dams in the surrounding mountains.
This presence of water as a generative force shaping the large-scale regional commerce (industrial, agricultural, touristic) is also revealed in the small-scale, lived topography of the area. In this harsh terrain, subterranean water, repeatedly freezing and thawing, expands to cause inevitable cracks in the road surfaces — micro-scaled equivalents of larger tectonic pressures. These negative fissures cast into positive forms are 1:1 impressions that incompletely record the imperfect, applied geography of the region. The objects — tactile, handmade casts bonded to prefab aluminum bars — recall the pressures that fuse economics, geography, industry, and individual work.
Production assistance: Jean-Jacques de Joncour and Fernand Mounir of Alcan Aluminium Sierre S.A.; Isabelle Chappuis and Fulvio Bressan of the Centre de réflexion sur l'image et ses contextes; Pierre-François Moix of the École cantonale d'art du Valais; and students Danielle Kleinman, Milena Buckel and Christelle Besson.
Kamloops Art Gallery,
Germaine Koh: Weather Systems, 2013.
Group Exhibitions: 274 East 1st, 2006.
Collection(s): Canadian Department of Foreign Affairs and International Trade art collection; Private collection
|
economics
|
http://www.chefspace.org/about-community-ventures
| 2017-04-23T09:52:40 |
s3://commoncrawl/crawl-data/CC-MAIN-2017-17/segments/1492917118519.29/warc/CC-MAIN-20170423031158-00154-ip-10-145-167-34.ec2.internal.warc.gz
| 0.938406 | 205 |
CC-MAIN-2017-17
|
webtext-fineweb__CC-MAIN-2017-17__0__231434600
|
en
|
Community Ventures helps people own homes and start businesses because we believe in people’s dreams. From affordable financing to large-scale community projects, our areas of focus offer the opportunity to dramatically improve the quality of life for people across Kentucky.
Central to the mission of Community Ventures is to improve the quality of life for Kentuckians through asset building. Community Ventures has launched a holistic approach to community development in the Russell Neighborhood. With $8.5 million currently invested, the revitalization plan includes the facilitation of small business growth, job creation, construction of safe and affordable housing, and providing healthy food alternatives to local residents. We have brought our different lines of business and expertise to bear in one neighborhood to see the dramatic changes that can occur when all facets of community development are considered.
With this strategy in mind, the first, critical step in this process of redevelopment is the creation of Chef Space. For more information about Community Ventures’ services and projects, visit the website www.cvky.org.
|
economics
|
https://www.sbrlaw.us/news/hints-of-future-wisconsin-employment-laws/
| 2019-05-21T03:08:51 |
s3://commoncrawl/crawl-data/CC-MAIN-2019-22/segments/1558232256215.47/warc/CC-MAIN-20190521022141-20190521044141-00427.warc.gz
| 0.95807 | 895 |
CC-MAIN-2019-22
|
webtext-fineweb__CC-MAIN-2019-22__0__204926044
|
en
|
On occasion, hints of the potential future of Wisconsin’s employment laws can be seen in legislation that is proposed in Madison. Several such hints appear in a new Wisconsin Senate Bill that was introduced on January 16 by a set of Wisconsin Senate Democrats. The bill, 2015 Senate Bill 5, proposes both changes to Wisconsin’s existing wage claim statute (Chapter 109 of the Wisconsin statutes) and new employer requirements regarding the provision of “disclosure statements” to employees. Following is a summary of the bill’s more significant proposed revisions to Wisconsin’s wage claim statute:
- The bill, if passed into law, would allow an employee to file a wage claim with the Wisconsin Department of Workforce Development (DWD) or to start a wage claim in Wisconsin circuit court on behalf of, not only himself or herself, but other similarly situated employees who consent in writing to be parties to such a claim. This proposal would effectively memorialize the concept of collective or class action wage claims in Wisconsin’s wage claim statute.
- Currently, the statute of limitations for Wisconsin wage claims is two years, consistent with the basic two-year federal statute of limitations for wage and hour claims. If it became law, 2015 Senate Bill 5 would increase the statute of limitations for wage claims to four years.
- The bill would double the statutory penalties that can be awarded by a Wisconsin circuit court against an employer.
In addition to these proposals regarding amendments to the Wisconsin wage claim statute, the bill also would create a new requirement for Wisconsin employers to provide employees with “disclosure statements,” an entirely new employer mandate. Key components of this new requirement would include:
- A requirement that employers provide employees with a written statement disclosing the terms of their employment at hire, on January 1 of each calendar year, and not less than seven days before the effective date of any change in the terms of employment.
- The disclosure statement would have to be in English and, if the employee has limited English proficiency, in the employee’s native language.
- The disclosure statement would have to include: (a) the full name, mailing address and telephone number of the employer; (b) the remuneration to be paid to the employee, the frequency of payment of that remuneration, and, if paid as an hourly wage, the hourly basic rate of pay to be paid to the employee; (c) the circumstances under which the employee would be paid at a rate that is higher than the hourly basic rate of pay for working in excess of an established number of hours per day, week or month or for working on designated nights, weekends or holidays; and (d) a description of any other economic benefits that the employer would be providing (for example, health insurance, paid sick leave, vacation pay, holiday pay, pension or other retirement benefits and the like).
- Failure to provide the mandated disclosure statement or to comply with its terms would subject the employer to: (a) actual damages sustained by the employee as a result of the failure; (b) the greater of liquidated damages of not more than $50 per working day of violation or the increased wages payable under the bill; and (c) reasonable costs and attorneys’ fees.
These onerous disclosure-statement requirements would have a significant impact on the paperwork necessary for employers to hire and maintain the employment of employees (and, in doing so, would likely decrease hiring) and would likely cause employers not to change employee wages or benefits as frequently (to the detriment of employees). In addition, the requirements are in large part a trap even for employers who make a good faith attempt to comply with the disclosures that must be made.
The bill has been referred to the Senate Committee on Labor and Government Reform. Given the current Republican control of the Wisconsin Senate, it is unlikely to come back out of this committee let alone win votes in the state Senate or Assembly. Given its onerous effects on Wisconsin employers, it is also likely that Governor Walker would veto the bill were it to make it to his desk.
Though it has an extremely slim chance of passage in the current Wisconsin legislature, this legislation gives Wisconsin employers a hint at the types of proposals that could become law when the current makeup of the Wisconsin legislature and governor’s office change. Wisconsin employers should remain vigilant to and make themselves educated regarding these types of legislative proposals.
|
economics
|
http://www.grantthornton.co.zw/index.php/tax-compliance-and-advisory-services
| 2013-05-23T02:18:55 |
s3://commoncrawl/crawl-data/CC-MAIN-2013-20/segments/1368702749808/warc/CC-MAIN-20130516111229-00061-ip-10-60-113-184.ec2.internal.warc.gz
| 0.958292 | 205 |
CC-MAIN-2013-20
|
webtext-fineweb__CC-MAIN-2013-20__0__187327391
|
en
|
Given the ever-increasing complexities of tax legislation, the importance of assessing the tax implications of any business transaction and the severe penalties imposed for non-compliance, tax is at the core of every business decision and strategy.
Our specialist team led by a highly qualified and experienced tax director, has the technical know-how to advise individuals and businesses on a comprehensive range of tax services.
Our comprehensive tax services which are in keeping with the latest pronouncements and developments - locally, regionally and internationally - are noted as follows:
We will assist you in complying with the tax legislation in order to avoid paying unnecessary tax penalties and fines.
Our flexible approach can assist you in minimizing tax liabilities and maximizing tax efficiency, at your convenience, well in advance.
International tax concerns
We are also ready to assist you with all your international tax concerns, that is, expatriate tax, transfer pricing and international tax services through our global network. We offer compliance services and customized tax-planning advice in the following areas:
|
economics
|
https://xpro.zendesk.com/hc/en-us/articles/10418774563739-Digital-Supply-Chain-Reinventing-Supply-Chains-for-the-Future
| 2023-10-05T02:40:59 |
s3://commoncrawl/crawl-data/CC-MAIN-2023-40/segments/1695233511717.69/warc/CC-MAIN-20231005012006-20231005042006-00041.warc.gz
| 0.889105 | 473 |
CC-MAIN-2023-40
|
webtext-fineweb__CC-MAIN-2023-40__0__303210431
|
en
|
The MIT xPRO course "Digital Supply Chain: Reinventing Supply Chains for the Future" is a six-week program designed for professionals in operations, logistics, supply chain, strategy, and consulting roles. The course focuses on transforming supply chains to become more flexible, collaborative, and resilient in the digital age.
Dr. Maria Jesús Saénz, Director of the Digital Supply Chain Transformation Lab at the MIT Center for Transportation and Logistics, presents a proven framework that integrates strategy, technology, operations, and organizations to achieve successful digital supply chain transformation.
The course highlights the benefits and urgency of digital supply chain transformation, including cost reduction, revenue increase, and the need for digital skills. It explores the changing landscape of supply chains by 2025 and emphasizes the scarcity of organizations with the necessary digital competence.
Participants will gain key takeaways from the program, including the ability to champion the Digital Supply Chain Framework and create a strategic roadmap for transformation. They will learn about end-to-end (E2E) visibility in supply chains, the power of analytics in driving supply chain initiatives, and the potential of AI-centric solutions in supply chain operations. The course also covers the interactions between strategy, technology, processes, and organizations, building resilience and preparedness for future disruptions, reducing costs, and improving overall supply chain efficiency.
Key topics in the program include resilience in global supply chains, the framework for digital supply chain transformation, E2E supply chain visibility, data analytics, AI applications in supply chains, and emerging trends in supply chain management.
Participants will benefit from insights and expertise from renowned MIT faculty and experts. The course incorporates case studies, discussions, and application exercises to enhance learning. By completing the program, participants will earn a certificate from MIT xPRO, recognizing their skills and success in digital supply chain management.
Overall, the MIT xPRO "Digital Supply Chain: Reinventing Supply Chains for the Future" course equips professionals in supply chain and related roles with the knowledge and tools to navigate digital transformations, optimize operations, and gain a competitive advantage in the evolving landscape of supply chain management.
Please find more information on the program website: Digital Supply Chain: Reinventing Supply Chains for the Future.
Please reach out directly to Emeritus with any questions via [email protected].
|
economics
|
https://scottlarsen.co.nz/glendene-real-estate-sales/
| 2018-08-21T02:27:46 |
s3://commoncrawl/crawl-data/CC-MAIN-2018-34/segments/1534221217909.77/warc/CC-MAIN-20180821014427-20180821034427-00411.warc.gz
| 0.958511 | 156 |
CC-MAIN-2018-34
|
webtext-fineweb__CC-MAIN-2018-34__0__137595942
|
en
|
Centred between Henderson and Te Atatu South, Glendene boasts easy access to the motorway, Auckland CBD and the North Shore
Glendene is named after a farm in the area owned by Percy Jones, which was later subdivided for housing. Most development occurred in the 1960's and 1970's, meaning the area tends to have good sized sections. With a number of schools and pre-schools, local reserves and shopping malls, and relatively affordable homes compared with other Auckland suburbs, Glendene is fast becoming a sought after area for buyers, investors and developers.
Please get in touch with us for information on the most recent sales
Local Auckland Real Estate sales statistics are supplied by REINZ. We have a summary of all Real Estate agency sales.
|
economics
|
http://www.highlanegarage.co.uk/vehicles-for-sale/toyota-yaris-t-spirit.shtml
| 2017-12-14T19:00:07 |
s3://commoncrawl/crawl-data/CC-MAIN-2017-51/segments/1512948550199.46/warc/CC-MAIN-20171214183234-20171214203234-00796.warc.gz
| 0.963463 | 377 |
CC-MAIN-2017-51
|
webtext-fineweb__CC-MAIN-2017-51__0__226345472
|
en
|
The vast majority of our cars are bought directly from their owners, with clear advantages all round. From our point of view, we meet the person who has driven the vehicle for the last few years (except, of course, in the event of bereavement sales) and we stand a good chance of obtaining the handbook, service book and spare key. If a car is being disposed of due to the wrong reasons, we tend to steer clear, whereas if the owner has been delighted, we can pass this on to the buyer.
The process takes rather longer than buying through trade sources and most dealers have neither the time nor the inclination to follow this path.Call us old fashioned, but we think our way of doing things produces huge benefits for our customers and we will continue to source our stock the HLG way, which has stood us in good stead for decades.
This Toyota Yaris is a great example of what we are about. We bought 'his and hers' cars when the couple decided to buy one late model for their retirement. This Yaris ticks a lot of boxes; it is a very frugal D4D model (Toyota's clean, green turbo diesel) which has four doors, a nice, low mileage and an annual road tax of just TWENTY POUNDS!!
A lively yet comfortable performer, the build quality shines through and the service book is up to date with SEVEN stamps, the first four of which are Toyota main dealer, followed by the owner's trusted, local garage near to his home. A real gem of a car, well priced and we expect a lot of interest.It can be sitting in your driveway in a couple of days for just £5,995 and we welcome your present car in part exchange. Call 01663 763355 for more info or to secure this beauty on a deposit.
|
economics
|
https://scotslaw.clt.co.uk/dr-mark-robertson
| 2021-03-01T18:36:52 |
s3://commoncrawl/crawl-data/CC-MAIN-2021-10/segments/1614178362899.14/warc/CC-MAIN-20210301182445-20210301212445-00027.warc.gz
| 0.954228 | 147 |
CC-MAIN-2021-10
|
webtext-fineweb__CC-MAIN-2021-10__0__139151454
|
en
|
Dr Mark Robertson is Managing Partner at Ryden. He is a leading authority on Scotland's property markets. His consultancy portfolio includes property market analysis and forecasts for more than 200 projects, including major expansions such as West Edinburgh, Clyde Gateway and Clyde Waterfront. He has advised most of Scotland's local authorities, Scottish Government, Scottish Enterprise and a wide range of private sector clients. His recent commissions include leading the consultancy work to support the Scottish Land Commission's Vacant and Derelict Task Force.
Mark has edited Ryden's Scottish Property Review for the past 25 years. He is a member of the Investment Property Forum, teaches MSc Property Investment Appraisal at Edinburgh Napier University and is a Fellow of the RICS.
|
economics
|
https://caphd.ca/federal-government-announces-commitment-to-dental-funding/
| 2024-03-04T00:56:14 |
s3://commoncrawl/crawl-data/CC-MAIN-2024-10/segments/1707947476409.38/warc/CC-MAIN-20240304002142-20240304032142-00853.warc.gz
| 0.962838 | 124 |
CC-MAIN-2024-10
|
webtext-fineweb__CC-MAIN-2024-10__0__153107348
|
en
|
Federal Government Announces Commitment to Dental Funding
Mar 22, 2022
The Liberal Party of Canada and Canada’s New Democratic Party have agreed to prioritize the launch of a new dental care program for low-income Canadians. This program would start with under 12-year-olds in 2022, then expand to under 18-year-olds, seniors and persons living with a disability in 2023, then full implementation by 2025. The program would be restricted to families with an income of less than $90,000 annually, with no co-pays for anyone under $70,000 annually in income.
|
economics
|
https://fishermansdaughtersalmon.com/pages/bristol-bay
| 2024-02-25T17:55:51 |
s3://commoncrawl/crawl-data/CC-MAIN-2024-10/segments/1707947474641.34/warc/CC-MAIN-20240225171204-20240225201204-00125.warc.gz
| 0.897869 | 286 |
CC-MAIN-2024-10
|
webtext-fineweb__CC-MAIN-2024-10__0__185010794
|
en
|
Bristol Bay, Alaska
Bristol Bay is home to the largest run of wild sockeye salmon on the planet. Bristol Bay is also one of the most sustainable and valuable commercial fisheries in the world, consisting of 6 managed river districts that include the Naknek, Kvichak, Egegik, Ugashik, Nushagak and Togiak rivers.
Roughly half or the world's sockeye salmon comes from Bristol Bay. This equates to an annual harvest of at least 60% of the world’s wild sockeye salmon with an average annual return of 50 million individual wild sockeye, every June through the end of July.
The Bristol Bay Sockeye Salmon Fishery supports 8,000+ small boat fishermen, 1,800 small fishing businesses and generations of fishing families. Annually, the Bristol Bay Sockeye Salmon Fishery generates $2.2 billion each year and there are 15,000 fishing jobs that produce $90 million in state tax revenue and licensing fees.
Bristol Bay consists of 20 million acres of wetland, snow-fed lakes and streams that provide an essential environment for millions of spawning salmon. It’s breath-taking beauty and prolific landscapes also support the world’s highest concentration of brown bears which depend upon the abundant salmon runs to survive.
Bristol Bay, Alaska truly is a magical place.
|
economics
|
https://acsindustries.com/category/uncategorized/
| 2019-09-16T12:30:48 |
s3://commoncrawl/crawl-data/CC-MAIN-2019-39/segments/1568514572556.54/warc/CC-MAIN-20190916120037-20190916142037-00015.warc.gz
| 0.895114 | 227 |
CC-MAIN-2019-39
|
webtext-fineweb__CC-MAIN-2019-39__0__162682309
|
en
|
ACS Industries, Inc, a manufacturer of cleaning products for the Food Service and Janitorial Supply markets has entered into an agreement to purchase the assets and operating business of Treleoni, LLC of Manning, South Carolina.
ACS Industries, Inc., a manufacturer of cleaning products for the foodservice and janatorial supply markets, has completed a definitive agreement to purchase all intangible assets and intellectual property of ETC of Henderson, Inc., including but not limited to customer lists, patents, trademarks, brands, product formulas and all related proprietary data. ETC is a leading manufacturer of non-woven floor pads, hand pads and mopping products.
ACS Industries, Inc.
One New England Way
Lincoln, RI 02865
Phone: +1 866 783 4838
6017 South Loop East
Houston, TX 77033
Phone: +1 800 227 1939, Ext. 6642
M-F: 8:00am – 6:00pm EST
Sat: 8:00am – 1:00pm EST
Copyright 2019 ACS Industries, Inc. All rights reserved.
|
economics
|
https://www.smartbusinessreports.com/pdp.aspx?pg=business-offers&offercode=pubrecretire&link=5002
| 2024-04-18T13:51:06 |
s3://commoncrawl/crawl-data/CC-MAIN-2024-18/segments/1712296817206.54/warc/CC-MAIN-20240418124808-20240418154808-00708.warc.gz
| 0.934569 | 111 |
CC-MAIN-2024-18
|
webtext-fineweb__CC-MAIN-2024-18__0__13300795
|
en
|
A Penelope 401(k)s retirement plan is designed specifically for small business owners. With subscription-based pricing, it costs just $125/mo + $8 per employee--there are no other fees. And right now, Experian Small Business members can enjoy three months of no admin fees. Owners get automated onboarding and hands-free admin, plus the plan is easy to manage with 150+ payroll integrations. We take care of everything from compliance to annual reporting to the IRS so you can focus on what matters: running your organization.
|
economics
|
https://synergy-chainlink.github.io/rusd
| 2023-06-04T01:13:12 |
s3://commoncrawl/crawl-data/CC-MAIN-2023-23/segments/1685224649348.41/warc/CC-MAIN-20230603233121-20230604023121-00347.warc.gz
| 0.903692 | 125 |
CC-MAIN-2023-23
|
webtext-fineweb__CC-MAIN-2023-23__0__180804658
|
en
|
Stake RAW tokens to insure your collateral from debt pool losses. The longer the lock time, the greater the percentage of your insurance can be reimbursed (min 30 days, max 730 days).
WARNING: Insurance can be returned only after the expiration of the lock.
Deposit WETH as a collateral and get rUSD in return. Resulting collateral ratio should be greater than min collateral ratio
Burn rUSD to increase your collateral ratio and get ability to withdraw collateral in WETH. You can choose insurance to repay your debt pool losses in RAW.
Withdraw WETH collateral (this decreases collateral ratio).
|
economics
|
http://videobloggers.info/2017/04/25/trudeau-vows-to-defend-canada-interests-as-u-s-targets-lumber/
| 2017-05-26T13:08:13 |
s3://commoncrawl/crawl-data/CC-MAIN-2017-22/segments/1495463608665.33/warc/CC-MAIN-20170526124958-20170526144958-00289.warc.gz
| 0.908382 | 132 |
CC-MAIN-2017-22
|
webtext-fineweb__CC-MAIN-2017-22__0__73318866
|
en
|
Trudeau vows to defend Canada interests as U.S. targets lumber
Prime Minister Justin Trudeau vowed to stand up for Canadian interests on Tuesday after the United States imposed new tariffs on softwood lumber and trade tensions between the two countries escalated, sending the Canadian dollar to a 14-month low.
Reuters tells the world’s stories like no one else. As the largest international multimedia news provider, Reuters provides coverage around the globe and across topics including business, financial, national, and international news. For over 160 years, Reuters has maintained its reputation for speed, accuracy, and impact while providing exclusives, incisive commentary and forward-looking analysis.
|
economics
|
http://www.wealthservicesalliance.com/
| 2018-02-24T13:26:41 |
s3://commoncrawl/crawl-data/CC-MAIN-2018-09/segments/1518891815812.83/warc/CC-MAIN-20180224132508-20180224152508-00274.warc.gz
| 0.940722 | 541 |
CC-MAIN-2018-09
|
webtext-fineweb__CC-MAIN-2018-09__0__248022478
|
en
|
Wealth Services Alliance was created more than a decade ago to offer comprehensive financial and wealth management services to clients through an alliance of professionals – all working together in concert under a single organization. It was formed based on the understanding that most individuals juggle their financial lives managing a range of independent professionals, including a CPA for taxes, an investment advisor for portfolios, a financial planner for estate planning purposes, and an agent for risk management solutions. Under this segregated structure, each advisor may work independently, without interaction and without communication with a client’s other trusted advisors. This is often inefficient and time consuming, requiring the individual client to unify and implement the advice from various professionals and specialists.
Wealth Services Alliance presents a new paradigm to financial advice focused on putting the client in the center. On behalf of our clients, Wealth Services Alliance integrates accounting, portfolio management, planning, and risk management into a comprehensive, customized solution for each individual and business client. That means your portfolio manager talks to your CPA about potential tax consequences related to trades in your portfolio. That means your estate planning goals and your financial planning strategies are aligned. And, that means that every effort to help manage and protect your financial future is cohesive and coordinated. With Wealth Services Alliance, you have a team of experts specializing in all fields of wealth management, working in unison on your behalf for optimal financial outcomes. All of us sit on the same side of the table: yours.
The members of Wealth Services Alliance include three independent and experienced companies, each specializing in different areas of personal and business finance – working together on your behalf to provide holistic solutions and advice.
Probity Advisors, Inc.® – a comprehensive financial management firm employing the latest technology, research, and insight to deliver individualized, professionally managed portfolios, as well as corporate retirement planning services. The associates at Probity Advisors, Inc. include estate and financial planning advisors, as well as highly credentialed and experienced portfolio managers and analysts.
McKinnon Patten – McKinnon Patten, Certified Public Accountants, is a full-service accounting and business valuation resource with nearly four decades of successful client service.
Ozanne Financial Services – a holistic financial planning firm offering retirement planning, estate planning, and risk management through life, disability and long-term care insurance, education planning, business continuation and exit strategy, as well as corporate retirement plan design and education.
Every member of Wealth Services Alliance is committed to the highest standards of professional service. We don’t just share office space: we share a commitment to helping clients achieve financial security through the integration of planning, portfolio management, risk management, and tax planning.
|
economics
|
https://www.airmateplasticfabrication.com/company-history/
| 2017-11-21T13:42:33 |
s3://commoncrawl/crawl-data/CC-MAIN-2017-47/segments/1510934806388.64/warc/CC-MAIN-20171121132158-20171121152158-00655.warc.gz
| 0.974197 | 477 |
CC-MAIN-2017-47
|
webtext-fineweb__CC-MAIN-2017-47__0__173023607
|
en
|
Past, Present and Future
Airmate Company was founded in 1946 by Richard Schreder in Toledo Ohio. The war effort during WWII produced vast improvements in plastics technology. Acrylics, which were warp resistant and retained their optical clarity were made available to the civilian market. Mr. Schreder set out to design a line of aircraft and along the way, found himself in the drafting instrument business utilizing the latest plastics technology to craft triangles, curves and t-squares in his garage. He called the budding business Airmate Company to complement his aircraft business. All items were private labeled and sold to companies such as Alvin & Company, Dietzgen, Lutz and MacPherson Fullerton.
In 1962 Richard and Angelike Schreder purchased land in Bryan, Ohio that included a grass airstrip. Airmate was moved to this location and Richard began a glider kit business, flew air charters and became a Piper Aircraft Dealer. While Richard ran his aircraft related concerns, Angie took over the presidency of Airmate Company. Her business background, strong accounting skills and organizational strengths served her well in this capacity.
In 1985 Carol (Schreder) Czech, the eldest daughter, joined her parents in the business. The company purchased The Fisher and Crome Template Company in Philadelphia, Pa. Several improvements were made in the methods Fisher and Crome had begun in the machining and printing of templates and expanded the product mix. The company marketed its template line not only to drafting distributors but to the Advertising Specialty Market, joining ASI (the Advertising Specialty Institute) and PPAI (the Promotional Products Association International). The business grew steadily in these markets and the building was expanded twice to accommodate additional manufacturing equipment.
In 2000 the decision was made to expand into new markets utilizing knowledge gained in machining and printing capabilities. New types of plastics in a variety of thicknesses and compositions were used to make products to customer specification in industries such as construction, food processing, automotive dunnage and quilting and crafting.
Today Airmate continues to expand into new markets and add new equipment to best serve its growing and diverse customer base. Employee tenure and skill set, along with strong vendor partnerships have built a culture that sets us apart from our competition. Contact us today to learn how we can serve you.
|
economics
|
https://assistancedogsinternational.org/main/donate/
| 2020-11-25T07:44:38 |
s3://commoncrawl/crawl-data/CC-MAIN-2020-50/segments/1606141181482.18/warc/CC-MAIN-20201125071137-20201125101137-00388.warc.gz
| 0.897098 | 142 |
CC-MAIN-2020-50
|
webtext-fineweb__CC-MAIN-2020-50__0__86929289
|
en
|
Assistance Dogs International (ADI) appreciates your support of our mission. All donations are tax deductible to the extent of the law. ADI is a 501 (c) 3 nonprofit organization with the US Internal Revenue Service. All donations are acknowledged with a tax deduction letter.
Our EIN number is 93-0993471.
Thank you for your support!
Click on the "donate" button below to make a secure donation to Assistance Dogs International (ADI) through PayPal.
Amazon donates 0.5% of the price of your eligible AmazonSmile purchases to the charitable organization of your choice. Use the button below to designate ADI as your organization of choice.
|
economics
|
https://www.pmh-inc.ca/portfolio
| 2024-04-13T12:12:59 |
s3://commoncrawl/crawl-data/CC-MAIN-2024-18/segments/1712296816734.69/warc/CC-MAIN-20240413114018-20240413144018-00696.warc.gz
| 0.941558 | 340 |
CC-MAIN-2024-18
|
webtext-fineweb__CC-MAIN-2024-18__0__30583562
|
en
|
Mercanti Specialty Foods Inc.
Mercanti Specialty Foods Inc. will be located on the Hamilton Mountain at 1800 Upper James Street in Hamilton, Ontario, Canada.
Building concept design by Romanov Romanov ARCHITECTS INCORPORATED
Capitalizing on the current success of the existing lasagna manufacturing on a smaller scale at Mama Yolanda’s Gourmet Lasagna and the current 60 Harlowe Road operation; Peter Mercanti Holdings Inc. will be opening a larger manufacturing facility to gain economies of scale and increase production.
Mercanti Specialty Foods Inc. will continue to create a superior product that will be unmatched in taste and quality currently found in the wholesale lasagna market. The unique manner in which this product is constructed along with the type of ingredients used in its recipes will be the factors that will make this a “super premium” product. By becoming CFIA (Canadian Food Inspection Agency) compliant, we will be able to set-up distribution to the wholesale market and export the product across North America. Our frozen lasagna products have performed tremendously well in the Southern Ontario marketplace, gaining more interest in areas we are currently unable to service due to location and government regulations. With a larger, CFIA regulated facility, Mama Yolanda’s Gourmet Lasagna will be made available in new markets interested in carrying our products. The products that will be offered through wholesale will consist of the traditional Italian meat lasagna, several internationally inspired options featuring ingredients commonly used in the specific country that lasagna represents, as well as vegetarian and gluten free options.
This project is well underway and is scheduled to open its doors in 2021.
|
economics
|
https://tickets.fusion-festival.de/
| 2023-03-21T23:20:33 |
s3://commoncrawl/crawl-data/CC-MAIN-2023-14/segments/1679296943747.51/warc/CC-MAIN-20230321225117-20230322015117-00714.warc.gz
| 0.907964 | 154 |
CC-MAIN-2023-14
|
webtext-fineweb__CC-MAIN-2023-14__0__32044108
|
en
|
★ Fusion 2023 ★
The presale for Fusion 2023 is over. The 5 days Festival tickets are sold out.
Ticketholders who cannot or do not want to go to Fusion anymore can resell their ticket in our Ticket:Bourse between May 5 and June 30. The purchase of a Festival ticket in the Kulturkosmos Ticket:Bourse is subject to supply and demand.
A Festival ticket costs 220€ including taxes and 10€ trash deposit.
For the first time, Fusion Sunday tickets are available here in presale.
Any questions? Most answers can be found in our FAQs.
Or write to us at: [email protected]
|
economics
|
https://more.timesnews.net/Community/2018/08/10/How-much-and-for-what-Sullivan-County-Animal-Shelter-finances-detailed.html
| 2020-08-13T05:39:49 |
s3://commoncrawl/crawl-data/CC-MAIN-2020-34/segments/1596439738960.69/warc/CC-MAIN-20200813043927-20200813073927-00587.warc.gz
| 0.963344 | 1,085 |
CC-MAIN-2020-34
|
webtext-fineweb__CC-MAIN-2020-34__0__57640617
|
en
|
The Times News asked for the public documents on Thursday and received them within a couple of hours.
When the budget year began on July 1, 2017, the partnership with the Kingsport-based nonprofit was still in place and called for county funding of $364,517 per year. So that’s the amount originally budgeted in the county’s 2017-2018 budget. Funding to Petworks, then called SBK, was in quarterly payments (every three months) — at a total of $91,129 per quarter (and included payroll and benefits for two animal control officers, listed as “drivers,” within the county’s payroll).
In late 2017, the Sullivan County Commission voted to dissolve its partnership with SBK as of Jan. 1 and begin operating the Blountville animal shelter facility on its own. That is what is now the Sullivan County Animal Shelter. The county budget account titled “Rabies & Animal Control” continues to be the control account for funding the shelter. As of Jan. 1, half of the $364,517 (or $182,258) already had been directed to SBK/Petworks to cover the July 1, 2017, through Dec. 31, 2017, period.
In county budget documents, employee payroll is listed under the account code “100.” The state comptroller’s office, which issues the rules for county budgeting, designates as “1__” accounts for “personal services” — not the “personnel” many would expect. Anyone familiar with county budgets knows it’s a state, not local, thing and it has been that way for many years.
The documents obtained by the Times News show:
• Between Jan. 1 and June 30 of this year, the county spent nearly $241,000 on the shelter.
• Revenue generated by the shelter totaled $47,353 ($29,497 in fees paid by shelter patrons; $750 paid by people reclaiming their dogs that had been picked up as strays; $10,602 in payments from the city of Bristol for animals it sent to the facility; and $6,504 in monetary donations).
• Expenditures on shelter operations during the six-month period included:$100,570 in wages; $32,211 in benefits; $40,419 for services (see detail below); $44,596 for supplies (see details below); and $22,275 for a new truck (SBK kept the newest trucks).
• The wages and benefits paid a staff of 11: two drivers; three office workers (including one no longer there); and six part-time employees. In addition to these actual employees of the shelter, multiple members of county government have been given and taken on responsibilities and extra workload related to operation of the shelter. These include Accounts and Budgets Director Larry Bailey, Information and Technology Director Bobby Runyon, Purchasing Director Kris Davis and others. None of these people have been paid anything above their normal pay and none have been paid anything out of the “Rabies and Animal Control Account.”
• The “services” that totaled $40,419 included: phones (nearly $4,000); building maintenance and repairs ($14,043); equipment maintenance and repairs ($1,749); pest control ($640); disposal fees ($1,201 — for disposition of euthanized animals); veterinary services ($16,496); and various other costs.
• The $44,597 for supplies included: custodial supplies ($8,040); drugs and medical supplies ($8,791); gasoline ($3,102); electricity ($3,478); building materials ($1,793); natural gas ($2,318); office supplies ($2,918); water bill ($1,427); auto parts ($5,262) and other items.
• There is a record of monetary donations, by date and amount. Bailey pointed out the $6,504 is for donations of money and does not include the value of items and time donated by the many volunteers who work at the shelter. He said the county is thankful for and grateful to those who volunteer their time and drop off items and food — without which the county’s cost would be much greater.
• Between Jan. 1 and Aug. 8, the shelter had an intake of 1,103 cats and 526 dogs. 321 cats and 329 dogs were adopted, 99 cats and 106 dogs were transferred to other organizations, and six cats and 80 dogs were claimed by their owners. On Aug. 8, the shelter’s headcount included 246 cats and 62 dogs.
The Sullivan County Commission’s Budget Committee met Thursday night to discuss creation of a budget for the fiscal year that began July 1. When the animal shelter came up, Bailey said when the budget draft is presented to the full county commission it will project increasing the “Rabies and Animal Control” account by $200,000 to total $564,572 — with $100,000 of the increase estimated to come from shelter-generated revenue (based on the $47,353 that came in January through June) and the other $100,000 coming from the county’s general fund.
|
economics
|
http://www.digbethbusinessforum.co.uk/faqs/
| 2021-10-22T08:43:26 |
s3://commoncrawl/crawl-data/CC-MAIN-2021-43/segments/1634323585504.90/warc/CC-MAIN-20211022084005-20211022114005-00365.warc.gz
| 0.95159 | 515 |
CC-MAIN-2021-43
|
webtext-fineweb__CC-MAIN-2021-43__0__160097594
|
en
|
A BID is managed and operated by a BID Company – a non-profit company run by and for its members. Most BIDs are governed by a board made up of BID levy payers representing the BID area. Any levy-paying business owner can nominate themselves to become a Director of the BID Company, or can sit on a Committee that oversees certain BID projects. Some BID’s choose to employ a Town Centre Manager to act as a representative of the area and to oversee the BID Plan. The BID Company can also choose to appoint contractors to undertake certain duties, such as a caretaker, security guard, or a PR & Marketing agency.
There is no limit on what projects or services can be provided through a Business Improvement District. The only requirement is that it should be something that is in addition to services provided by local authorities. Improvements may include, but are not limited to: extra safety/security, cleansing, events and marketing, environmental measures, and B2B networking.
Usually Business Improvement Districts charge a levy rate of between 1% and 4% of rateable value. The money raised may be used to leverage other funding and investment, such as grants and matched funding.
In a nutshell… Businesses, usually with the help of consultants or local authority officers, identify the area and the issues. A BID Proposal is drawn up that includes delivery guarantees, performance indicators and management structure. The proposed programme of services is additional to those provided by the local authority and can not be used to replace existing public sector services. Non-domestic ratepayers (who will be paying the BID levy), vote on the BID Proposal in a postal ballot conducted by the local authority. Following a successful ballot the levy becomes mandatory on all defined ratepayers. Any necessary enforcement of payment is undertaken in the same way as it is for business rates.
We have put together a provisionary BID boundary map to get things started. You can view that here.
Why do BIDs work?
BIDs work hard to create a real buzz and a positive image for their district. They strategise new ways to generate more visitors which will, in turn, support the area’s economy.
What can a BID bring to the area?
Projects can include anything from transport to safety & security to cleaning. These projects help increase footfall into a town – transport makes the area more accessible, and a safe and clean environment is one that people want to return to.
|
economics
|
https://tomdewolf.com/2010/03/20/crude-world-the-violent-twilight-of-oil-book-review/
| 2023-12-07T20:19:07 |
s3://commoncrawl/crawl-data/CC-MAIN-2023-50/segments/1700679100686.78/warc/CC-MAIN-20231207185656-20231207215656-00570.warc.gz
| 0.961574 | 731 |
CC-MAIN-2023-50
|
webtext-fineweb__CC-MAIN-2023-50__0__272619043
|
en
|
It reads like a Stephen King novel–fast-paced, thrilling, and frightening. The problem is that this isn’t a novel about a rabid dog. It’s the true story of our world-wide addiction to oil, what it has done and continues to do that makes the world less safe, less moral, less sustainable.
This is one of the most important books I’ve read in a long time. Peter Maass, an author and journalist who has written for the Wall Street Journal, New York Times, and Washington Post, among others, details the tremendous damage that the extraction of oil has wrought in countries that possess it.
Evil is not people with mustaches who look like they’re doing bad things. Evil is done by people in suits sitting in boardrooms making horrible decisions. They do it because it’s worth it.
After reading this book you’ll no doubt have strong feelings about the greed of oil companies, corrupt dictatorships, and several powerful governments. What I’ve found most troubling is that I also have to come to terms with my own greed and willing blindness to the impact my addiction to oil has on people and communities throughout the world.
Now the world’s eighth-largest exporter of oil, Nigeria earned more than $400 billion from oil in recent decades, yet nine out of ten citizens live on less than $2 a day and one out of five children dies before his fifth birthday.
Like the system of enslavement 200 years ago, oil today touches every aspect of our worldwide economy. I couldn’t help but notice as I read Crude World that the vast majority of people who suffer from the damage caused by the oil industry are people of color.
Though oil provides fuel for our cars and warmth for our homes, it undermines most countries that possess it and, along with natural gas and coal, poisons the environment.
This is yet another “inconvenient truth” of our modern lives. 200 years ago, white people in the North could oppose slavery in the South while wearing cotton clothing, smoking tobacco, and adding sugar to their coffee. They were silently and indirectly complicit in the preservation and continuation of the system. There are parallels to the oil industry today. Like many northerners in the 19th century, we receive all the benefits of the system without having to listen to the screams of the victims.
When we wake up tomorrow, we will still be dependent on petroleum and complicit in the forms of violence–physical, environmental and cultural–that are the consequences of its extraction.
We will run out of oil within the next few decades. Every legitimate study concludes that oil extraction has peaked. If our addiction to oil does not decrease dramatically, then as extraction slows–which it already has in many places around the world–prices will rise and governments will fail. If you think gasoline is expensive now, just wait 5 or 10 years. We need serious conservation efforts, fuel efficiency, and renewable energy.
The United States is by far the worst offender. It is the world’s largest consumer of energy and the second-largest emitter of greenhouse gases.
We are most complicit in the activities that will prove the undoing of the lifestyle we’ve (some of us, anyway) have grown accustomed to.
We owe it to ourselves and to our grandchildren to read Crude World, understand the implications for our lives and the lives of our fellow humans in other countries, and make some challenging, moral, and sustainable changes in how we live.
|
economics
|
http://www.truemax.cn/
| 2017-04-24T15:13:46 |
s3://commoncrawl/crawl-data/CC-MAIN-2017-17/segments/1492917119637.34/warc/CC-MAIN-20170423031159-00255-ip-10-145-167-34.ec2.internal.warc.gz
| 0.948362 | 334 |
CC-MAIN-2017-17
|
webtext-fineweb__CC-MAIN-2017-17__0__19535847
|
en
|
TRUEMAX was established in 2003 for purpose of manufacturing concrete & construction machineries in Hangzhou, China. Within several years of sustainable development, we became an integrated company with all significant divisions and strategic business units including research and development, production, operation and logistics as well as international business development. Furthermore, we have established several alliances with global famous general contractors in order to supply machineries for huge construction projects across the globe.
TRUEMAX has its own professional R&D team that cooperates with top ranking technology providers from Germany, Italy and other high-tech countries.
Since different markets need special adjustments and modification in products, it is our completive advantage to design and produce customized machineries according to the specified demands of our customers all around the world.
In order to provide better training and after sales services to our honorable customers, we have established more than 30 regional offices in China and other countries. TRUEMAX machinery and equipment are exported to more than 120 countries, with the reliable quality, competitive price, professional and fast services.
TRUEMAX has achieved several honors including, but not excluded to "Hangzhou Famous Export Brand", "Zhejiang Famous Export Brand", "Hangzhou High-tech Enterprise", etc.
In TRUEMAX, everyone is committed to this motto: “Quality Always Comes First!”.
With cordial faith on development of intellectual properties and human resources, we focus on continues learning and growth .TUREMAX is rapidly moving toward excellence and integrity management. We sincerely invite and welcome people from all around the world to invest and create more values together.
|
economics
|
https://alpcrosscomponents.com/en/returns-and-shipping-policy/
| 2024-04-20T10:54:39 |
s3://commoncrawl/crawl-data/CC-MAIN-2024-18/segments/1712296817576.41/warc/CC-MAIN-20240420091126-20240420121126-00741.warc.gz
| 0.956944 | 537 |
CC-MAIN-2024-18
|
webtext-fineweb__CC-MAIN-2024-18__0__192073637
|
en
|
Returns of orders should be sent to the industrial address of CJMSport-Alpcross S.L.U., located in PI La Isla, Río Viejo, 81, 41703, Dos Hermanas, Seville, Spain. Alpcross Components’ return policy allows you to return products in case you are not satisfied with your purchase up to 14 days from the date of receipt of the product.
Products must be returned in the same condition in which you received them: unused, complete and in their original packaging.
You can request the exchange of the product for another or request a refund, in both cases The customer will be responsible for the costs of the return shipping.
To request the return of the product you must contact us through of orders @alpcrosscomponents and we will tell you how to proceed.
Alpcross Components undertakes to refund the full amount or exchange product, also in the following cases:
• Warranties: Alpcross Components products have a two-year warranty from the date of receipt. Once this time has elapsed, we won’t accept product returns. Alpcross Components is committed to refunding the cost of return shipping if the product is found to be defective and replace it with a new one.
• Product damaged during shipping: If you receive a product damaged during the shipment, you must inform us as soon as possible to manage the return of the product. Alpcross Components is committed to replacing and send the product without any cost.
• Wrong product: If you receive a product that is not the one you bought, from Alpcross Components we are committed to picking up the product wrong without any cost and to send you the correct product to the highest brevity. To report the error and request the collection and delivery of the product correct you have a period of 15 days.
The amounts paid for those products that are returned due to any tare or defect, when it really exists, will be fully reimbursed to the User. The refund will be made in the same means of payment that was used to pay the purchase. The rights recognized by current legislation remain safe.
Alpcross Components is obliged to deliver the products purchased by the User, at the buyer’s address indicated for this purpose in the order form. In any case, it will be understood that the consumer-user has known the right of withdrawal from the entry into the Portal, which requires the reading and acceptance of these General Conditions, and at any time from when the order is placed.
Alpcross Components is fitted with a unified delivery policy:
|
economics
|
https://radheyimpex.com/about.html
| 2023-03-27T07:55:08 |
s3://commoncrawl/crawl-data/CC-MAIN-2023-14/segments/1679296948609.41/warc/CC-MAIN-20230327060940-20230327090940-00704.warc.gz
| 0.933921 | 470 |
CC-MAIN-2023-14
|
webtext-fineweb__CC-MAIN-2023-14__0__17178840
|
en
|
Radhey Impex Private Limited was incorporated on July 27, 2004 in Ahmedabad, Gujarat, India. The company was formed with the initial intention of being in the trade of import and export of merchant items. Along with trading in commodities, the company has been active in the Realty Industry in India since its inception in 2004. In pursuance with the company’s philosophy of growth, we are putting up a state-of-the-art, 7 MT per 8 hour shift Welding Electrode manufacturing facility. Commercial production commenced in October 2020.
Extending the human values of the promoters, the company would be the best in what it does without compromising any of the core values of ethics, honesty, integrity, quality and loyalty towards its customers, vendors, shareholders, employees and all the stakeholders involved with the company at any point of time.
To be amongst the top in the sphere of activity that the company is involved in by hiring the best of personnel, employing optimum resources and by being environmentally sensitive. Top-of-the-class customer service and utmost customer satisfaction would serve as the guiding lights of the company at all times.
The company owns 81,000 square feet Industrial land in Changodar - a prime Industrial area just 15 Km away from high street Ahmedabad. The welding electrode manufacturing facility (Stick electrode and TIG wire) is coming up on this land. Machines have been sourced from respective leaders – Wire Drawing machine from Assomac Machines Ltd., Ghaziabad and Electrode Plant from Omega Weldrod Systems, Coimbatore. Initially we plan on manufacturing MS, SS and CI electrodes along with TIG wire and subsequently add MIG wire in the second phase within a year.
We are an ISO 9001:2015 company and we eagerly intend to get approvals of our products from various departments like Bureau of Indian Standards, Bureau Veritas, IBR, Lloyds Register, RDSO (Research Design Standards Organization - Indian Railways), IRS, BHEL, NSCIL, PGCIL, etc.
B.A., LL. B. - Chairman
B.Tech. (Construction Technology and Management) M.S. (Industrial Engg.) – Managing Director
B.E. (Chemical) – C.E.O.
|
economics
|
https://factcards.getsmarteraboutmoney.ca/cards/Annuities-101/
| 2023-01-29T09:52:21 |
s3://commoncrawl/crawl-data/CC-MAIN-2023-06/segments/1674764499710.49/warc/CC-MAIN-20230129080341-20230129110341-00363.warc.gz
| 0.937988 | 293 |
CC-MAIN-2023-06
|
webtext-fineweb__CC-MAIN-2023-06__0__190436180
|
en
|
An annuity is a contract with a life insurance company. You deposit a lump sum of money, and they agree to pay you a guaranteed income for a set period of time — or for the rest of your life. Annuities are most commonly used to generate retirement income.
Your annuity income is calculated when you buy the annuity. It is affected by a number of factors — the most important are interest rates and how long you’re expected to live.
A term certain annuity gives you a guaranteed regular income for a set number of years (the term). Term-certain annuities bought with money from an RRSP or RRIF must extend to age 90. If you die before the end of the term, your payments will continue to go to your estate.
A life annuity gives you a guaranteed regular income for life. Payments usually stop when you die, and no money will go to your estate. You may choose to add an option that allows your spouse, beneficiary or estate to continue to receive your payments after your death.
Once you buy an annuity, your regular payments are locked in. You can’t change them for any reason. It’s worth shopping around to compare annuity rates.
Learn more about annuities at GetSmarterAboutMoney.ca
|
economics
|
https://podcasts.currentsv.church/give/
| 2024-02-28T06:52:57 |
s3://commoncrawl/crawl-data/CC-MAIN-2024-10/segments/1707947474697.2/warc/CC-MAIN-20240228044414-20240228074414-00075.warc.gz
| 0.914683 | 230 |
CC-MAIN-2024-10
|
webtext-fineweb__CC-MAIN-2024-10__0__129976266
|
en
|
Not just because of the need we see, but because we believe what we have is from God and for His purposes. Your tithes & offerings are a strategic investment in true riches (Luke 16:9), what moth and rust can not destroy.
Current Silicon Valley is recognized by the IRS as a 501(c)(3) exempt organization and all gifts are tax deductible. We commit to our givers faithful stewardship, clear accounting, and both internal and external accountability structures.
You can set up a one-time or recurring online gift with ACH bank transfer, credit card, or debit card below. Credit and debit card transactions incur 2-3% transaction fees which can add up quickly for Current SV. Thus, ACH bank transfer is Current SV’s preferred method of online giving, as it allows more of your donation to be used for ministry.
Please make checks out to “Current SV”—you can bring them to our Sunday gatherings or send to:
Current SV, PO Box 70518
Sunnyvale, CA 94086
For instructions on giving by stock, please click HERE
|
economics
|
https://foodworkspei.ca/what-is-foodworks/
| 2024-03-04T21:58:43 |
s3://commoncrawl/crawl-data/CC-MAIN-2024-10/segments/1707947476532.70/warc/CC-MAIN-20240304200958-20240304230958-00576.warc.gz
| 0.937194 | 195 |
CC-MAIN-2024-10
|
webtext-fineweb__CC-MAIN-2024-10__0__91529009
|
en
|
Processing space for food entrepreneurs and so much more.
Food Works is a 28,000 sq. ft. space for food entrepreneurs, a new and important component of the Island’s food economy. Food Works is a 28,000 sq. ft. processing space for food entrepreneurs, making it one of the largest food scale-up facilities in the country. Food Works offers companies dedicated space to produce, store, and distribute their products to customers across the country and internationally.
Food Works has spaces ranging from 1,000 – 9,000 square feet. Each unit consists of dedicated food grade approved processing space with flexible utility hook-ups for equipment, storage, and loading docks. Additional features vary depending on the unit. You can also access common areas.
In addition to the production space, Food Works provides mentoring, advice, access to industry experts, and a community of like-minded food entrepreneurs—all of which will help you grow and thrive.
|
economics
|
https://maryscottnabers.com/2017/03/09/trump-talks-infrastructure-plan-delayed-major-issues/
| 2017-11-25T01:34:00 |
s3://commoncrawl/crawl-data/CC-MAIN-2017-47/segments/1510934809229.69/warc/CC-MAIN-20171125013040-20171125033040-00655.warc.gz
| 0.956157 | 537 |
CC-MAIN-2017-47
|
webtext-fineweb__CC-MAIN-2017-47__0__55681627
|
en
|
Congestion in Congress created by major legislative issues has President Donald Trump’s proposed $1 trillion infrastructure plan stuck in traffic. Much to the dismay of state and local officials, few details of the plan have been released, other than that the President has promised an infusion of $1 trillion in both public and private funds to help repair and replace aging infrastructure needs nationwide.
However, Trump this week held a private meeting with his infrastructure team, at which time he emphasized the importance of directing funding to states with “shovel-ready” jobs, according to an article in The Wall Street Journal. The newspaper quoted Trump as saying money would be allocated to states that “can prove that they can be ready, willing and able” to begin projects quickly, and suggested a startup time of 90 days from the time an allocation is approved.
The Journal, the only media outlet invited to the meeting, also reported that a White House aide said movement on the Trump infrastructure plan is not likely to occur until after Congress has completed its work on two other major issues – health care and reforming the federal tax code.
Trump’s infrastructure plan, according to the Journal, “would pressure states to streamline local permitting, favor renovation of existing roads and highways over new construction and prioritize projects that can quickly begin construction.”
While public-private partnerships have been on the table from the outset as a means of funding infrastructure projects through Trump’s plan, a Trump aide also confirmed to the Journal that $200 billion in expected repatriated cash is also a possible funding source. Trump initially announced that he would support tax credits to encourage private investment in projects. At the meeting this week, conversation also continued regarding improving and speeding the regulatory processes related to infrastructure development and redevelopment.
Among the attendees at the meeting with Trump were Vice President Mike Pence, Transportation Secretary Elaine Chao, Energy Secretary Rick Perry and Environmental Protection Agency Administrator Scott Pruitt. A number of private-sector executives representing the real estate, financial, energy and other industries also attended, including real estate mogul Steven Roth and Richard LeFrak, an expert in real estate, energy sector and other sectors of the economy. The two are heading up Trump’s initiative on infrastructure.
The state of the nation’s infrastructure continues to decline and the longer the wait to invest in improvements, the higher the price tag will be. This week’s infrastructure meeting is a good first step, but conversations need to be elevated to top priority status to put Americans to work on projects that will affect both state and local economies and allow the U.S. to remain globally competitive.
|
economics
|
https://www.iconagency.ca/news-and-events
| 2021-10-22T16:31:47 |
s3://commoncrawl/crawl-data/CC-MAIN-2021-43/segments/1634323585516.51/warc/CC-MAIN-20211022145907-20211022175907-00177.warc.gz
| 0.944852 | 247 |
CC-MAIN-2021-43
|
webtext-fineweb__CC-MAIN-2021-43__0__256342493
|
en
|
News & Events
MILWAUKEE, WI - Zurn Industries, LLC announces its acquisition of StainlessDrains.com. The acquired company is located in Greenville, TX and employs over 30 professionals.
Founded two decades ago, StainlessSteel.com manufactures highly specialized stainless steel drains for industries focused in food service, food and beverage production, retail, chemical, commercial, and amusement parks. With food and beverage being one of the primary markets, the 304 or 316 stainless steel drains meet U.S. FDA standards and are designed to protect against bacteria, contamination, and corrosion.
“We’re experts in drainage,” said Mike Hynes, Zurn Director of Product Management. “Our company supports product lines that complement what we offer and meet what our customers are asking for. StainlessDrains.com delivers the same expected benefits of ease of installation for the contractor and long-lasting performance for the building owner in dedicated markets. We look forward to adding to our team, our portfolio, and our innovation.”
Zurn is working on an integration plan and will begin rolling out the product line to customers this year. The domestic manufacturing location will shorten lead times for orders.
|
economics
|
https://techstylecomputers.com/nintendo-release-super-mario-run-mobile-game-test/
| 2023-01-31T06:38:16 |
s3://commoncrawl/crawl-data/CC-MAIN-2023-06/segments/1674764499845.10/warc/CC-MAIN-20230131055533-20230131085533-00529.warc.gz
| 0.937582 | 166 |
CC-MAIN-2023-06
|
webtext-fineweb__CC-MAIN-2023-06__0__162032763
|
en
|
Nintendo is going to release Super Mario Run this Thursday, 22nd December 2016. Nintendo plans to release the game for iPhone users and make it available in up to 151 countries worldwide. The game will also be soon available for the android users at a later date. This is Nintendo’s most iconic plumber character’s debut into the world of mobile gaming. Nintendo plans to compete with the on-going craze of Pokemon go and grab the mobile gamers with Super Mario Run. The critics believe that a $10 price tag on the game to buy full version of the game might make some potential gamers to be scared away and the fact that android users will not be able to get the game until a later date might make it tough for the game to be strong competition for Pokemon Go which is available to all and free.
|
economics
|
https://weddingpro.fireside.fm/ep004
| 2020-10-25T13:40:17 |
s3://commoncrawl/crawl-data/CC-MAIN-2020-45/segments/1603107889173.38/warc/CC-MAIN-20201025125131-20201025155131-00717.warc.gz
| 0.934008 | 162 |
CC-MAIN-2020-45
|
webtext-fineweb__CC-MAIN-2020-45__0__220644844
|
en
|
The wedding budget is often the most stressful part of wedding planning, but it doesn’t have to be. Don’t make the mistake of thinking some pre-wedding accounting isn’t for you. Whether you are on a tight budget or shooting for the stars, it’s smart to come up with a definitive financing plan. Host Jen from JL Original Designs and Cosmo from Cosmo Losco Films walk you through the important steps to building the perfect budget and how to stick to it so you don't go wedding poor when the big day is all said and done. Plus, when building a budget you always want to find ways to save money, so we've got the essential money saving tips so you can celebrate more and while keeping more cash in your pocket.
|
economics
|
http://www.firebirdres.com/s/news.asp?ReportID=453074
| 2018-10-21T14:47:44 |
s3://commoncrawl/crawl-data/CC-MAIN-2018-43/segments/1539583514030.89/warc/CC-MAIN-20181021140037-20181021161537-00012.warc.gz
| 0.93811 | 1,133 |
CC-MAIN-2018-43
|
webtext-fineweb__CC-MAIN-2018-43__0__215964138
|
en
|
Jun 25, 2010
Firebird Resources Inc. Announces Execution of Option Agreement
VANCOUVER, British Columbia/June 25, 2010/ -- Firebird Resources Inc. ("Firebird" or the "Company") announced today that it has entered into an option agreement (the "Option Agreement") dated June 24, 2010 (the "Effective Date") with Pageland Minerals Ltd., a private Nevada corporation ("Pageland"), to acquire up to a 100% interest in certain mineral leases held by Pageland within the Counties of Lancaster and Chesterfield in the State of South Carolina (the "Mineral Leases"). The Mineral Leases consist of twenty separate mineral leases constituting a total area of approximately 2000 acres over three prospective gold properties, being the Buzzard, Jefferson and Belk properties.
Pursuant to the Option Agreement, the Company has the option to acquire up to a 70% interest in the Mineral Leases by issuing, on or before the first anniversary of the Effective Date, common shares of the Company with a market value of $4.8 million (subject to a maximum share issuance equal to fifty (50%) percent of the issued and outstanding common shares of the Company), such market value to be calculated over the preceding five trading days, and by making a cash payment to Pageland in the amount of $1.5 million on or before fourteen months from the Effective Date. Additionally, the Company must incur $1 million of exploration and development expenditures on the properties (the "Properties") underlying the Mineral Leases before the first anniversary of the Effective Date, and incur a further $1 million of expenditures in respect of the Properties before the second anniversary of the Effective Date. The Option Agreement provides that Firebird may acquire the remaining 30% interest in the Mineral Leases by making an additional cash payment to Pageland of $1 million before the second anniversary of the Effective Date and incurring $2 million of additional expenditures in respect of the properties underlying the Mineral Leases before the third anniversary of the Effective Date.
The Option Agreement is subject to customary conditions. In accordance with the Option Agreement, the Company will progress into the due diligence phase of the Option Agreement, which is scheduled to be completed within 45 days. The Option Agreement also remains subject to receipt of approval from the TSX Venture Exchange.
The State of South Carolina has a long history of gold and mineral exploration since the 1800's and hosted several gold mines, including Brewer (in the County of Chesterfield), Haile (in the County of Lancaster), Ridgeway and Barite Hill along the area known as the Carolina Slate Belt.
The Buzzard and Jefferson gold projects were last explored in the mid 1990's with positive drill results, but no historic resource defined. These two projects are part of the Haile-Brewer structural trend of gold mineralization. The Haile mine, currently being drilled by Romarco Minerals Inc., lies approximately ten kilometers southwest of the Buzzard project. The Brewer gold mine is an historic gold mine that was put back into production in the 1980's and early 1990's. The mine produced an estimated 400,000 ounces of gold from oxide and sulfide ore.
The Belk trend is an east-west mineralized structural and alteration trend north of the Haile-Brewer trend. An historic resource was defined by the Brewer gold mine at Belk and a mining permit was received from the state of South Carolina to mine the Belk deposit for processing at the Brewer mine.
For further information, please contact:
Thomas R. Tough, P. Eng., President
Firebird is a mineral exploration company whose long term objective is to build a diversified company focused on the acquisition, exploration and development of mineral properties.
This news release contains certain forward-looking statements that reflect the current views and/or expectations of management with respect to performance, business and future events, including but not limited to express or implied statements and assumptions regarding the Company's intention to exercise the option referred to herein, the suitability of the properties for mineral exploration, the mineral content of the properties, the potential for recoverability of mineral from the properties on economically practical terms, the outcome of the Company's due diligence review and the receipt of necessary regulatory approvals. Forward-looking statements are based on the then-current expectations, beliefs, assumptions, estimates and forecasts about the business and the industry and markets in which the Company operates. Forward-looking statements are not guarantees of future performance and involve risks, uncertainties and assumptions which are difficult to predict. Investors are cautioned that all forward-looking statements involve risks and uncertainties including, without limitation, that the Company will choose not exercise the option and those risks relating to changes in the market, potential downturns in economic conditions, fluctuations in the price and supply of raw materials, equipment and skilled labour, fluctuations in the market price of minerals, foreign exchange fluctuations, regulatory requirements and changes thereto, competition, and other risk factors listed from time to time in the Company's public filings. These risks, as well as others, could cause actual results and events to vary significantly. Accordingly, readers should not place undue reliance on forward-looking statements and information, which are qualified in their entirety by this cautionary statement. The Company does not undertake any obligations to release publicly any revisions for updating any voluntary forward-looking statements, except as required by applicable securities law.
Neither the TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in the policies of the TSX Venture Exchange) accepts responsibility for the adequacy or accuracy of this release.
|
economics
|
https://yummystudio.net/efficient-ways-to-earn-money-quickly/
| 2024-04-25T08:18:20 |
s3://commoncrawl/crawl-data/CC-MAIN-2024-18/segments/1712297290384.96/warc/CC-MAIN-20240425063334-20240425093334-00825.warc.gz
| 0.949854 | 728 |
CC-MAIN-2024-18
|
webtext-fineweb__CC-MAIN-2024-18__0__181333846
|
en
|
Are you tired of struggling to make ends meet every month? Do you dream of earning enough money to enjoy the life you want? Well, we’re here to help! We’ve compiled a list of practical tips and tricks that can help you earn a lot of money quickly and start living your dream life.
Be creative and unconventional
To make a lot of money quickly, the initial step is to think creatively and beyond the conventional. You must brainstorm unique ideas that help you differentiate yourself from others. It could involve establishing your own business, working as a freelancer, or identifying an untapped market niche.
Put Time, Effort, and Resources into Developing Yourself.
Making an investment in yourself can be a surefire way to earn a lot of money in a short amount of time. By expanding your skill set or pursuing a degree, you can open up new opportunities for higher-paying jobs. In addition, prioritizing your physical and mental well-being can help you excel in your current career or give you a boost when starting your own business.
Seek Out a Supporter
Connecting with a supporter is an excellent strategy to gain valuable insights from someone who has already accomplished what you aspire to achieve. Your supporter can provide you with guidance, and advice, and help you sidestep the common pitfalls that could impede your progress. When searching for a supporter, seek someone who has experience in your field of interest, and does not hesitate to request assistance.
Building a strong network is essential for fast and effective money-making. Connecting with people who can assist you in achieving your objectives, such as landing a job or launching a business, is vital. Attending networking events, participating in online groups, and communicating with industry professionals can all help you establish beneficial connections.
Be Willing to Take Risks
Making a lot of money quickly often involves taking risks. To achieve success, you must be willing to step outside of your comfort zone and try new things. This may involve starting your own business, investing in the stock market, or pursuing a higher-paying job opportunity. Remember, taking calculated risks can lead to significant rewards.
Consistency is crucial in achieving quick financial success. It’s important to stay persistent and not give up when faced with challenges. Set clear goals for yourself and work diligently towards achieving them on a daily basis.
Set Aside Money for Savings and Investments
If you want to increase your wealth in the long term, saving and investing are essential. Start by creating a budget and committing to it. Make it a priority to save and invest as much as you can. Over time, your wealth will grow and you’ll have a better financial future.
Look for Great Opportunities
There are ample opportunities available if you know how to find them. Be on the lookout for new possibilities, such as job openings, innovative business concepts, or investment prospects. If something feels right, don’t hesitate to take a risk.
In conclusion, there are numerous efficient and proven ways to earn money quickly. You can increase your income and achieve financial freedom by following the methods and strategies mentioned above, such as investing in yourself, networking, taking risks, being consistent, and saving and investing. However, it’s important to keep in mind that success doesn’t happen overnight and requires hard work, dedication, and persistence. With the right mindset and a willingness to put in the effort, you can achieve your financial goals and build a prosperous future.
|
economics
|
http://4richmond.org/for-richmond-places-residents-into-1500-jobs/
| 2017-12-16T22:33:52 |
s3://commoncrawl/crawl-data/CC-MAIN-2017-51/segments/1512948589512.63/warc/CC-MAIN-20171216220904-20171217002904-00613.warc.gz
| 0.93317 | 671 |
CC-MAIN-2017-51
|
webtext-fineweb__CC-MAIN-2017-51__0__110244931
|
en
|
Since our founding in 2012, For Richmond has made significant strides connecting Richmond residents to job, health, safety and educational opportunities.
However, there’s one area where we’ve made a particularly strong impact: jobs.
Over the last four years, For Richmond placed more than 1,500 Richmond residents into construction trade and non-construction trade careers.
How did we do it?
Our success serving Richmond residents in the jobs sector is attributable to a multipronged approach that encompasses program initiatives, advocacy and outreach.
A key part of our jobs-related work includes helping residents remove the barriers that stand in the way of them obtaining meaningful employment through our Job Barrier Removal Program.
Under the program’s umbrella, we host a free Pre-Apprentice Test Prep Class twice annually that helps Richmond residents brush up on their math skills and prepare to enter a local construction trade apprenticeship program. With some perseverance, the end result can be a promising, lifelong career as a plumber, welder, electrician and/or steamfitter.
Residents who have passed through our Job Barrier Removal Program have eventually been placed in roles in the construction trades at East Bay companies such as Overaa Construction, Kiewit, Performance Contracting Inc. (PCI) and nearby refineries such as Chevron Richmond, ConocoPhillips Company, Shell Oil, Tesoro Corp. and Valero Energy Corp.
Our placements include work on large-scale construction projects currently underway in our own backyard such as the Chevron Richmond Modernization Project—a venture which has prioritized hiring local talent.
“Chevron recognizes the importance of partnering with For Richmond and other organizations that are working to create opportunities for local residents to work at the Richmond refinery,” said Joe Lorenz, senior policy, government and public affairs representative at Chevron, who is also a For Richmond Steering Committee member.
“One of the keys to a thriving and robust local economy is having a well-trained, well-educated workforce,” Lorenz added. “As the City’s largest employer, we are proud to work with organizations like For Richmond that make a positive impact by helping build skills of residents and grow the pool of qualified local talent.”
Other facets of our jobs-related work includes promoting expanded support of other local vocational and trade training programs, advocating for local hire spurred by large-scale construction projects in Richmond and informing the community about ongoing current job openings via our weekly e-newsletter’s “Job Watch.”
A sampling of some of our past non-construction job placements of Richmond residents include roles at companies such as Blue Apron, Chimes Printing, raindesign, Pacific Gas & Electric, Xfinity, the City & County of San Francisco and numerous others.
“For Richmond welcomes any Richmond residents interested being connected to careers through our work to get in touch,” said For Richmond Executive Director Kyra Worthy. “If you’re ready to get to work, we’re here to help you overcome some of the obstacles that might be standing in your way.”
Contact For Richmond at [email protected] or 510-260-0290.
|
economics
|
https://www.gkogan.co/blog/category-creation/
| 2024-04-20T03:09:46 |
s3://commoncrawl/crawl-data/CC-MAIN-2024-18/segments/1712296817474.31/warc/CC-MAIN-20240420025340-20240420055340-00585.warc.gz
| 0.951847 | 7,367 |
CC-MAIN-2024-18
|
webtext-fineweb__CC-MAIN-2024-18__0__140456451
|
en
|
In college, I took a self-defense class, taught by Sensei Flagg. The next semester, I took a kickboxing class, taught by Sensei Flagg. The next and final semester, I took an Isshin-Ryū Karate class, taught by Sensei Flagg.
It was the exact same class each time. The administrators just couldn’t decide how to categorize it.
According to the school’s policy, retakes did not provide additional credits or grades. But when I noticed the administration’s constant category changes of the same karate class, I realized it would count for a new credit and grade each time. So I kept enrolling and boosted my grades and course-credit total.
This category shuffle had a minor effect on my overall grade (and belt ranking). In the business of software, however, companies live or die by the category they compete in. It affects the number of potential buyers, their budgets, their perceived value of the product, and the alternatives they compare against the product. It even affects how much interest the company can garner from investors and job candidates.
Some think product categories have a loophole similar to my college karate classes: Instead of slugging it out in an existing category, just create a new one! Instead of extra credits, the thinking goes, you become the default market leader and get millions in revenue from the many buyers who realize they can’t live without this kind of product.
On top of that, startup founders are told that legends such as Steve Jobs, Larry Page and Sergey Brin, and Marc Benioff succeeded because they created categories instead of disrupting old ones.
An exploitable loophole. Growth and revenue. The secret behind the success of legends. No wonder so many founders wonder whether they should create a new category.
From helping startups since 2013 and analyzing tech IPOs from the past two years, I’ve reached this surprising conclusion:
You don’t need a new category. In fact, the vast majority of startups succeed in an existing category. As did, it turns out, Steve Jobs, Larry Page and Sergey Brin, and Marc Benioff.
The smartphone category existed over a decade before Steve Jobs introduced the iPhone. Although Salesforce was one of the first breakthrough Software-as-a-Service companies, its founder Marc Benioff neither coined nor used the term “SaaS,” which really emerged in a 2001 industry publication (more on that below). Larry Page and Sergey Brin created an innovative method of ranking web sites but always called Google a “search engine.”
And if you do try it, category creation is much harder and costlier than it seems.
This article summarizes my perspective on the matter, based on extensive research and actual go-to-market experiences — some of which are included here as anecdotal stories — and makes the case that startups are more likely to succeed by competing in an existing category than by trying to create a new one.
Categories Are Just Words
A category (“market category” or “product category”) is a group of products that solve a similar problem, in a similar way, to a similar audience. Examples in software include Application Performance Monitoring (APM), Marketing Platforms, and Platforms as a Service (PaaS).
But really, categories are just words.
There’s no single authority that decides what is or isn’t a word, or their meaning. A word is real if enough people use it and it means what most people think it means. Some words change meaning; some disappear; new ones emerge; everything is fluid. And so with categories.
Changes happen as a result of significant innovations, shifts in buyer perceptions or needs, economic environments, and many other factors. Whatever the cause, the change first spreads in the wild before being documented and standardized by some influential person or organization.
As one analyst from the research firm Gartner told me:
“When we either create or advance terms that we’re hearing, it’s always to provide clarity to the market.”
For example, in 2001, the Software & Information Industry Association introduced the world to SaaS: “Software as a Service (SaaS), commonly referred to as the Application Service Provider (ASP) model, is heralded by many as the new wave in application software distribution.” Salesforce, which launched two years prior and uniquely provided its software through the cloud, influenced this change, but it did not coin the term.
None of this diminishes the power of categories. In addition to meaning, they also carry associations, expectations, and perceptions. They can even evoke emotions.
Take NoSQL, for instance. If you’re familiar with databases, that label might stir expectations such as “open-source” and “distributed”; product associations such as DynamoDB, Cassandra, and MongoDB; and perceptions such as “risk of data loss,” “fad,” or “best choice for big data.” Depending on your experience with databases or the year in which you read this, you may involuntarily feel either glee or disgust.
Such reactions have tremendous implications for the company behind the product. The category with which buyers associate that product impacts their level of interest, what they compare it against, how much they expect and are willing to pay, what they expect the product to do, and so on. Companies can influence — but not control — the category they’re associated with through positioning.
Positioning is the deliberate effort to make a product or service be associated with a specific category for some advantage. Everything from the way the product is built to the way it’s packaged, priced, sold, and marketed can be a part of that effort.
For example, Redis makes a database that fits the NoSQL definition, but maybe they prefer not to be associated with “cheap” and “fad,” nor to compete with the many NoSQL solutions in the market. So they consistently label the product as an “in-memory database” and avoid mentionioning NoSQL throughout the corporate or open-source sites. (This is speculation for illustrative purposes.)
Although successful positioning could make a significant impact for a startup, it takes work to figure out how and where to position the product to maximize returns. What’s more, any category with a sizable market is sure to already include competition from market leaders or a swarm of other startups.
Which is why some startups attempt a shortcut with category creation.
Category creation is a marketing strategy in which a company designs a new product category — along with name, problems, solutions, and audience — and promotes that category alongside the product itself. The goal is to convince buyers they need a certain kind of product, then win that growing market by virtue of having the only (or leading) product in it.
The idea of hacking your way to market dominance and unicorn status is understandably alluring to startup founders. If you could mold the market in your favor and sidestep the incumbents and startup competition, why wouldn’t you?
Because, as it turns out, category creation is neither a shortcut nor a surefire way to succeed.
Category Creation Is Not a Shortcut
Category creation is much harder and costlier than it seems — in time, energy, resources, and opportunity cost.
The hard part isn’t coming up with the strategy. The hard part is moving the market — the buyers and their purchasing behavior — with you to the new category. Until then, you’re not a king; you’re just the mayor of a one-person town.
In other words, everyone can be “#1” in their own category, but that isn’t enough.
Message on the Drift homepage boasting about their position in their category.
Message on the Intercom homepage, boasting about their position in their category.
This requirement to move the market is badly and consistently underestimated by startups considering this strategy. It is underestimated in part because it is unacknowledged by proponents of category creation, who say much about “category kings” and market dominance but not enough about the time and cost it takes to get there, nor about the many companies that tried and failed to build a market around their new category.
What does it take to move the market? Marketing. So launching a product and category together just doubles the effort, resources, and time required for sales and marketing. Instead of helping explain the product, the new category just creates another thing that needs explaining.
The cost may be even worse than that, because new categories face more resistance from buyers than new products. As one research study explains:
“Owing to their vested interest in constructing and conveying the value of a new category in the market, producers’ discursive attempts at category-creation are liable to be discounted and viewed with suspicion by other constituents, especially consumers, in a market.” (Durand & Khaire, 2016)
In the worst case, it can be repulsive. Buyers might feel they’re being sold buzzwords and snake oil. This is a big risk for startups selling to technical audiences who are already sensitive to anything that smells like marketing.
By the way, I write an article like this every month or so, covering lessons learned from growing B2B software startups. Get an email update when the next one is published:
Launching a category at the same time as bringing a product to market is like trying to bring two products to market. Companies like Monday.com, HubSpot, and Fastly can afford to take shots at creating new categories — Work OS, Flywheel Model, and Edge Cloud Platform, respectively — because they have the resources and cash runway to see it through, just as they would with a new product or major release. Those who don’t have the resources to launch two products at the same time also don’t have the resources to successfully launch a product and a category at the same time.
As part of the go-to-market strategy for their live-chat product, Drift created the category of Conversational Marketing.
Everything was aligned in their favor, and they did it about as well as anyone could: David Cancel, the Founder and CEO, was the Chief Product Officer at HubSpot for three years; they raised $107M from legendary investors like Sequoia; they wrote a book on marketing; they started and grew a podcast show; they built a large team of talented marketers; they’ve been doing this consistently for years; and their buyers — marketers — are extremely amenable to marketing.
- They are still competing uphill against other live chat solutions.
- They are left out of the conversation when it comes to the broader Conversational Platform and Conversational AI categories.
- Unlike Inbound Marketing and Account Based Marketing (ABM), the category Conversational Marketing is still not in the daily vocabulary of marketers and executives.
- Their growth is owed largely to marketing and not product innovation, which means their position in the market is far from secured.
- They must still rely on conventional product labels (“live chat,” “video,” “email,” “automation”) and conventional value propositions (“build more pipeline, increase close rates, and retain customers”) to attract and convert buyers.
- Just days before publication of this article, Drift revealed they have given up on Conversational Marketing and launched a second attempt at category creation (“Revenue Acceleration Platform”).
Drift uses standard messaging and product names, different from their created category.
Netlify spent many years and resources promoting the Jamstack category of development tools. In some respects, it has been very successful: They’re unanimously credited with coining the term, they’re the company most associated with the label, there’s an entire ecosystem of Jamstack solutions, and they now have a million users. Despite all that, they still had challenges in attracting and converting large customers.
In 2018, Netlify asked me to figure out what would make large companies pay for their enterprise plans. I found five things, and being “the No. 1 Jamstack platform” was not one of them. What we found helped inform the messaging, positioning, packaging, and pricing overhaul that followed soon after, which you can now see throughout their site. Notice “Jamstack” isn’t mentioned until the very bottom of the homepage.
In the end, Netlify was able to successfully move up market and meet aggressive growth goals. What it took to get there, however, was the same messaging and positioning work that every startup needs. It’s not clear how much the multi-year category creation effort helped compared to just, say, competing as a Platform as a Service (PaaS) — still the category of choice on their LinkedIn profile.
The Netlify company page on LinkedIn describes it as both a Developer Platform and a Platform as a Service, and does not mention Jamstack.
D2iQ, formerly Mesosphere, put all their chips on creating the Day 2 Operations category, going so far as renaming the company — the D2 is for Day 2 — in August 2019. One year later, the company’s future looks gloomy, and the “day2ops” category label is hardly mentioned in the market.
A director of engineering at a public tech company, whom I interviewed as part of a customer research project, has never heard of the term. Another engineering leader scoffed when asked and dismissed it as a marketing buzzword. Although it’s an unfortunate outcome for D2iQ, for everyone else, it’s a lesson that “category creation” is not a miracle cure, and can fail even with enormous resources behind it.
(Note: Days before publication of this article, D2iQ started to back away from the Day 2 Operations category and toward something more conventional. Their headline was switched from “A Smarter Approach to Day 2 Operations” to “The Leading Independent Kubernetes Platform.” This makes it the second startup to give up on category creation before I could complete this article.)
The hard truth is that companies can pour every last dollar, drop of sweat, and moment of time into category creation and still fail to move the market.
The takeaway is not that Drift, Netlify, or D2iQ are doing anything wrong. It’s that the category creation strategy is much harder than it seems and comes at a large cost of time and resources to even attempt. That’s time and resources that could be spent on product innovation and winning over an existing market.
These examples raise the question: Did these companies even need to bother trying to create a category?
Most Successful Startups Did Not Create Categories
Two misconceptions may lead founders to believe that category creation is the best or only go-to-market strategy, even if it does come at a significant cost. The first is that category creation was the secret behind successful and legendary startups. The second is that there’s no way to succeed in an existing category that already has a market leader.
If both were true, we’d expect most successful startups to be positioning their products in unique and original categories. Do they?
New Categories Among Recent IPOs
The first misconception — that creating a category is often the key to success — exists because many articles about category creation use the term as a synonym for “innovation.” Here is a typical example from an article promoting category creation as a strategy:
“Jobs’ greatest genius was his ability to invent three new categories: the digital music player, the smartphone and the tablet.”
Steve Jobs did not create the smartphone, MP3 player, or tablet categories. All three existed before the iPhone, iPod, and iPad. What he did was launch innovative products into existing categories, which were incredibly successful and eventually changed the behavior of consumers and competitors. Those are perfect examples of organic category shifts.
Looking back at a few standout companies and attributing some key to their success does not reliably tell us what’s likely to work for others in the future. A recent, unfiltered sample set would provide a better indicator of what’s likely to work or not. Say, for example, a list of B2B software companies that went public in 2018 and 2019.
In 2019, there were 14 B2B software companies that went public. All but two of them marketed their products in existing categories, rather than something unique:
|Self-Assigned Label in April 2018
|Edge Cloud Platform
|Digital Operations Management
|Fixed Wireless Backhaul and Access Solutions
|Healthcare Technology & Business Solutions
|Web Performance & Security Company
|Cloud-Delivered Endpoint Protection
|Modern Monitoring & Analytics
|Digital Performance and application performance monitoring (APM)
|Healthcare Analytics and Data Warehousing
|Digital Health Management
|Enterprise Customer Experience Management Platform
|Customized Patient Intake Software
|Video Conferencing and Web Conferencing Service
B2B tech companies that went public in 2019, and the category promoted on their homepage the year before IPO.
For the two exceptions in the list, it’s difficult to know how much the unique categories helped them, and at what cost. Before PagerDuty launched the Digital Operations Management category in 2016, they tried “Incident Management Platform” in 2015, and “Operations Performance Management” before that. Fastly already raised a total of $179M and reached a $650M valuation before switching their marketed category from Content Delivery Network (CDN) to the unique Edge Cloud Platform in 2017.
Announcement from Fastly about their Edge Cloud Platform category.
The other 12 companies on the list opted to disrupt an established category (such as Zoom: Video Conferencing) or to lead an emerging category (such as Medallia: Customer Experience Management) instead of trying something new.
The proportion was similar in 2018, with 10 out of 11 companies competing in established, non-unique categories the year before going public:
|Self-Assigned Label in May 2017
|File Sharing and Storage
|Work Management and Automation
|Subscription Billing, Commerce & Finance Solutions
B2B tech companies that went public in 2018, and the category promoted on their homepage the year before IPO.
The takeaway from the past two years of IPOs: The majority (88%) of B2B startups reach the IPO milestone by marketing themselves within existing categories, not in categories they created. Although these companies will certainly contribute to the evolution of their respective categories, they’re not trying to carve out new categories of their own.
Multiple Winners Within Categories
In a 2014 article, Kevin Maney, co-author of a book promoting category creation, makes the kind of statement that leads to the misconception that there’s no way to succeed in an existing category that already has a market leader, implying startups may as well try to create a new category:
“Even worse news for the second-tier companies: The study found that a six-year-old startup that isn’t yet a Category King has almost zero chance of becoming one. Hundreds of companies are left to forever survive, like raccoons at a summer camp, on their category’s scraps. That explains why Uber was valued at $41 billion earlier this month, while at about the same time the No. 2 in that space, Lyft, was valued about 40 times lower, at $1.2 billion. The rest of that category is barely noticeable. Investors look at the future value of that category and see one company taking most of it.”
“The [study] puts some data behind the provocative advice investor Peter Thiel doles out in his book and lectures. Competition is for losers, he likes to say. The goal of any startup is to become a monopoly in its space. In the tech business, you’re either a 1 or a 0, and in a given market there’s only one 1. Everyone else winds up with a tax write-off and some coffee mugs with an extinct logo.”
While this is great pep talk for the boardroom of a moonshot startup, it has little other practical use.
Lyft, with a market cap of $8.8B at the time of writing, is not complaining despite being second in the market. Neither is Pepsi, which also sits at No. 2 and owns 25% of a multi-billion-dollar market. There are multiple marketing platforms that are successful by any measure, all happily competing in that category: Hubspot has a market cap of $7B, Marketo was acquired for $4.75B by Adobe, and Mailchimp was last valued at $4.2B.
As for the idea of an unmovable king, history is full of former category leaders who thought the same thing (Snap, Yahoo, IBM, Palm, Compaq, AltaVista, and MySpace, just to name a few). The shifting nature of markets and the accelerating pace of innovation means the top position is always up for grabs.
Now knowing that category creation is neither a shortcut nor a necessity to succeed, what can startups do instead?
Enter Established or Emerging Categories
Imagine how early explorers felt when they discovered trade winds. They were able to go faster and farther just by getting into the right “lane” and keeping the ship pointed in the right direction. This by no means guaranteed a safe voyage, but it helped.
Positioning products into an existing market is like finding a trade wind. It doesn’t guarantee success, but it helps startups:
- Focus their time, effort, and resources on marketing and selling the product itself rather than the category. Prospective buyers (and investors, and job candidates) familiar with the category will already have the necessary background context.
- Find prospective buyers who are already using, evaluating, or learning about solutions in the category (for example, by advertising for search terms related to the category or by reaching out to known users of competing products in the category).
- Better convey the product’s value, because there are other solutions in the category to compare against.
- Predict their sales and marketing performance, revenue, growth, and challenges by analyzing other companies in that category.
- Choose from a plethora of category labels instead of trying to come up with something clever and hoping it sticks.
Existing categories can be split into “established” and “emerging” to distinguish between those with high present potential from those with high future potential.
Disrupt an Established Category
Established categories are over five years old and have broad awareness in the market, with many large companies competing within them. Examples include Video Conferencing, DevOps, CRM, Project Management, and Security Information and Event Management (SIEM).
Entering an established market with an innovative product has high present potential because there is already a well-informed audience primed to pay for solutions. Buyers in established categories already:
- Understand their challenges and their magnitude. They don’t need convincing about having a painful problem.
- Use a product in this space and know its limitations and downsides all too well.
- Have budget allocation for a product or multiple products in this category.
- Know about alternative solutions and the benefits and limitations of each.
- Tried or considered building a solution in house and understand the maintenance burden that comes with that.
- Designed systems and workflows around this type of solution, making it a critical part of their organization.
- Have buy-in from their colleagues and other stakeholders to use this type of solution.
- Know where to look for reliable information about the category and its products.
All this makes it relatively easy for a startup with an innovative product to start attracting and converting enterprise buyers. Startups can study the existing market to identify where buyers get their information, what they search for, what pains they experience with current or available options, what other solutions cost, what marketing strategies and tactics are working for other companies, and so on, and set the go-to-market strategy accordingly.
Since the software industry changes rapidly, there’s a risk that the established category will shift dramatically or go away entirely, requiring the startup to overhaul their go-to-market strategy or, at the very least, update their messaging.
Join an Emerging Category
Emerging categories are less than five years old and have very limited but growing awareness among buyers, definitions and expectations that are still being formed, and mostly startups (along with the most agile of large companies) competing within them. Examples include Managed Kubernetes, Low-Code, No-Code, Observability, AIOps, Zero Trust, and ModelOps.
Joining an emerging category provides valuable opportunities to:
- Become the go-to, trusted, and popular source of information about the emerging topic, attracting buyers as they grow in numbers.
- Set or at least affect the associations, expectations, and buying criteria among buyers in the market in a way that maps well with the startup’s product but creates barriers to entry for competitors — such as pricing model and range, expected integrations, which features come standard and which are premium, ease of use, installation experience, and so on.
- Secure early partnerships with companies in adjacent categories and convert their customers.
- Grab significant portions of the market with relatively few resources, before large competitors swoop in with unlimited resources.
- Leverage the hype around the category to get recognition and mentions from press and analysts.
- Attract greater investor and job-candidate interest by virtue of working in a new and cutting-edge space.
All of this creates the potential for rapid and sustained growth as the market expands.
Unfortunately, there is also uncertainty about how big the market will actually get, along with the added challenge of educating potential buyers about a new class of solutions and their value. These challenges, however, are not nearly as difficult as those of attempting to unilaterally create a new category.
(Recall that new categories are typically coined by influential people or organizations who recognize shifts in the market and document it, and it happens to stick. Case in point: Both the Zero Trust and Low-Code emerging categories were coined by analysts at Forrester. ModelOps emerged around 2018 with no clear origin as far as I know — even if it was a software vendor that coined the term, they’re not reaping any competitive advantage for doing so.)
When the team behind Teleport brought me in to help figure out what messaging would attract and convert enterprise buyers to their innovative product, they hadn’t made any decisions about positioning. They just went with the first idea which was to label it as a “modern SSH.” (SSH is a common method of accessing remote servers, and “modern” is a bad word for describing software products.)
The problem was that enterprise buyers — such as VPs of Engineering and CTOs — weren’t looking for a “modern” way to do SSH. Even if they stumbled upon Teleport, seeing “SSH” made them think of OpenSSH, an open-source alternative. As a result, the team spent a large part of every sales demo explaining how Teleport and OpenSSH are different, and why one should pay for the former when the latter is free.
In figuring out how to describe the product in a compelling way, we first determined what would make enterprise buyers want to pay for the product — their desired outcomes. Once we had those, we discovered there’s already an established category of products that solves those same outcomes: Privileged Access Management (PAM).
This category had several large, legacy incumbents like Cyberark ($4.7B market cap) and Centrify ($115M revenue in 2019), which meant there were many educated buyers eager for an innovative alternative and primed to pay for enterprise-level plans.
We came up with messaging to describe Teleport in a way that positions it as a high-value, innovative alternative to those legacy PAM solutions. (Tagline: “Privileged Access Management that doesn’t get in the way.”) Within six months of launching the new messaging, revenue shot up by more than 600%, and sales velocity — the speed at which new deals are won — significantly increased, too.
The team learned a valuable lesson: It pays to position innovative products into established markets. They then applied that lesson to Teleport when Zero Trust became an emerging category (“Zero Trust security that doesn’t get in the way”), and again when COVID-19 made remote access a top priority for many enterprises (“Remote access that doesn’t get in the way”).
Story: Domino Data Lab
When Domino Data Lab went to market in 2014, they entered the emerging Data Science Platform category. Few understood what it meant. People were just learning what “data science” was, as a practice, and whether they should hire “data scientists.” Nonetheless, it was a real category that was talked about by analysts and startups.
Other startups such as Y-hat, Sense, and Datascience.com were popping up and helping to educate the market on this new thing called a “data science platform.” This allowed Domino to dedicate their resources and energy to customer acquisition and product development to meet demand exactly as the demand was growing.
When the Domino founders brought me in in 2015, we put our attention toward attracting and converting enterprise buyers already interested in data science tooling, rather than pushing the new category.
We figured out where awareness and demand for data science platforms were growing the fastest, and went there. For instance, one of Domino’s first enterprise clients, Allstate, provided a clue: the insurance industry. So we put Domino squarely in the field of vision of insurance companies. We produced an insurance-focused case study and promoted it on LinkedIn to anyone technical or analytical at an insurance company (there weren’t many people calling themselves data scientists at the time). This campaign became one of the top sources of inbound sales leads, and helped Domino take a large chunk of the insurance market. We then took this approach for the financial-services and life-sciences industries, which to this day make up a meaningful portion of revenue for Domino.
Thanks to their sustained focus on innovating within an emerging category, by the time I finished consulting Domino in 2020, their platform was being used in 20% of all Fortune 100 companies.
There is a lesson there, in both flexibility and hedging bets.
Test Categories Before Committing
Whether choosing to create a category or enter an existing one, consider testing it first by marketing one product (out of a product lineup) or by running a limited campaign to promote the product within that category. This allows for seeing and measuring how well (or not) the new positioning attracts and converts the target buyers with much less risk and up-front costs.
With the emergence of the ModelOps category, Domino is testing the waters by releasing a standalone product to compete in that category.
Centrify is wading into Zero Trust while keeping one foot in their older category, Privileged Access Management, in which they raised $94 million in funding and were acquired for an undisclosed amount.
Centrify put Zero Trust ahead of Privileged Access Management.
Netlify kept one foot in the established Static Site Hosting category for the entirety of their effort to grow the Jamstack category, thus keeping a steady flow of new users during that time.
Both Splunk and VMware Tanzu (formerly Pivotal) position individual products in different categories, including emerging ones such as Observability and AIOps, while still marketing in older categories such as SIEM, APM, and CI/CD. This lets them test different positioning and messaging before committing more resources to one or a few key categories.
VMware Tanzu positions individual products into emerging categories such as Observability and Service Mesh.
Splunk positions itself into multiple established and emerging categories at once.
New Relic similarly hedged their bets until they had enough confidence to go after a single emerging category: Observability. They even changed their product packaging, from 11 offerings to just three, all tied to observability. (Recall that effective positioning involves product decisions as well as marketing.)
New Relic consolidated all products under the Observability category.
Just be careful not to dilute your attention and resources too much when selling and marketing across several categories.
You don’t need to create a new product category to succeed.
Whether you want to reach a successful exit (acquisition or IPO) or just multiply your revenue, both my experience and my analysis of recent tech IPOs shows that the majority of successful companies achieve that without having to create a category.
For those that try, it takes them much more time and resources than anticipated and doesn’t appear to improve the odds of success any more than positioning into an existing or emerging category.
Instead, do what Steve Jobs, Marc Benioff, and 22 of the 25 most recent startups to go public have done: Focus on building something innovative and attracting buyers within an established or emerging category. Let your impact change the category, not your marketing strategy.
PS - Liked this article? I write one every month or so, covering lessons learned on B2B startup growth. Don't miss the next one:
If you need help with marketing and revenue growth, get in touch.
|
economics
|
https://plantbasedsolutions.com/plantbased-solutions-workshop-insights-from-the-experts/
| 2024-02-26T15:07:01 |
s3://commoncrawl/crawl-data/CC-MAIN-2024-10/segments/1707947474660.32/warc/CC-MAIN-20240226130305-20240226160305-00643.warc.gz
| 0.923705 | 277 |
CC-MAIN-2024-10
|
webtext-fineweb__CC-MAIN-2024-10__0__159713564
|
en
|
Plant Based World Expo 2019
Hear from CEO Daniel Karsevar and Founder & Chairman David Benzaquen on, “Insights from the Experts: Branding, Scaling, and Fundraising for a Successful Launch and Sustained Growth in the Marketplace.” PlantBased Solutions’ workshop will take place during the Plant Based World Conference and Expo on June 8, 2019 at the Javits Center.
Workshop attendees will learn key insights from industry veterans Daniel Karsevar and David Benzaquen (CEO of Ocean Hugger Foods) for successfully launching and scaling your plant-based food and beverage company.
The workshop will cover branding as it relates to your company both internally and in the external landscape. It will also cover growing & scaling your business with sharp financials and maximized efficiencies, and fundraising wisely from the right investors at the right time and in the right form. Workshop attendees will also be eligible for an exclusive offer related to PlantBased Solutions’ Master Class series.
The team is excited to join an array of other industry experts – and so many incredible plant-based food and beverage companies – for the first Plant Based World Conference and Expo ever. The Expo is set to be an impressive gathering of industry leaders, brands, investors, educators.
For more details and to sign up, visit our event page.
|
economics
|
https://www.rei.rutgers.edu/event-calendar-mainmenu-28/past-events-and-seminars/2017/icalrepeat.detail/2017/03/03/142/-/rei-energy-policy-seminar-inequality-and-the-social-cost-of-carbon
| 2023-11-30T10:46:53 |
s3://commoncrawl/crawl-data/CC-MAIN-2023-50/segments/1700679100184.3/warc/CC-MAIN-20231130094531-20231130124531-00850.warc.gz
| 0.9438 | 415 |
CC-MAIN-2023-50
|
webtext-fineweb__CC-MAIN-2023-50__0__208652944
|
en
|
Past Seminars and Events 2017
This talk presents a novel way to disentangle inequality aversion over time from inequality aversion between regions in the computation of the Social Cost of Carbon. The approach nests a standard efficiency based Social Cost of Carbon estimate and an equity weighted Social Cost of Carbon estimate as special cases. It also presents a methodology to incorporate more fine grained regional resolutions of income and damage distributions than typically found in integrated assessment models. Finally, I will present quantitative estimates of the Social Cost of Carbon that use our disentangling of different types of inequality aversion. We use two integrated assessment models (FUND and RICE) for our numerical exercise to get more robust findings. Our results suggest that inequality considerations lead to a higher (lower) SCC values in high (low) income regions relative to an efficiency based approach, but that the effect is less strong than found in previous studies that use equity weighting. Our central estimate is that the Social Cost of Carbon increases roughly by a factor of 2.5 from a US perspective when our disentangled equity weighting approach is used.
Dr. David Anthoff is an environmental economist who studies climate change and environmental policy. He co-develops the integrated assessment model FUND that is used widely in academic research and in policy analysis. His research has appeared in Science, the Journal of Environmental Economics and Management, Environmental and Resource Economics, the Oxford Review of Economic Policy and other academic journals. He contributed a background research paper to the Stern Review and has advised numerous organizations (including US EPA and the Canadian National Round Table on the Environment and the Economy) on the economics of climate change.
He is an assistant professor in the Energy and Resources Group at the University of California, Berkeley. Previously he was an assistant professor in the School of Natural Resources and Environment at the University of Michigan, a postdoc at the University of California, Berkeley and a postdoc at the Economic and Social Research Institute in Ireland. He also was a visiting research fellow at the Smith School of Enterprise and the Environment, University of Oxford.
|
economics
|
https://onlythegoodskin.com/
| 2020-09-18T16:32:41 |
s3://commoncrawl/crawl-data/CC-MAIN-2020-40/segments/1600400188049.8/warc/CC-MAIN-20200918155203-20200918185203-00013.warc.gz
| 0.963286 | 1,732 |
CC-MAIN-2020-40
|
webtext-fineweb__CC-MAIN-2020-40__0__274465519
|
en
|
Picture this: you’re 17 and you’re filling out your UCAS application. You have flicked through every university prospectus you can find, attended some open days, and yet, you still have absolutely no clue what degree to choose. This is the rest of your life. At least, that’s what you think.
Many of us have been through this exact situation. And whilst some are destined to be doctors, teachers and dentists – others are fifty before they find their true ‘calling’. We know that social mobility, higher education and graduate employability are key concerns that continue to progress in all developed nations (Bathmaker et al, 2013). We see these key concerns circulating the media daily. An article on LinkedIn last week reported that business and administration is the most popular degree subject in the UK. Sourced from the Financial Times, it was claimed that those studying business are the most likely to get a job after university (aside from medical and dentistry graduates). It got me thinking, how important are degree subjects?
I’m not ashamed to say that throughout my life I have considered many careers. My earliest and first was a ‘pear/pay-er’. I didn’t know the title for a checkout assistant, so I spent most of my childhood with my parents thinking I wanted to belong in a fruit bowl. I loved playing on my toy cash register and setting up shop in the middle of my living room. My second ambition was to be a teacher. I used to print out registers filled with made-up names and buy an abundance of stickers to give to my imaginary pupils. The list goes on, but my longest career ambition was to become a midwife. I done my work experience in a midwifery unit at my local hospital, and I was sure that this was my ‘calling’. But maths and science weren’t my strongest subjects. I gave it my best shot, but realised that enjoyment was more important, and lay the dream of being a midwife to bed. So, I instead studied what I enjoyed, without thinking too much about the effects it would have on my future degree subject.
Education is significant for the distribution of life chances and crucial for later outcomes. In fact, The Confederation of British Industry (CBI) reports that Education and Skills are ‘consistently at the top of the priorities list of the 190,000 businesses the CBI represent’ (CBI, 2018). Educational attainment and labour market outcomes are strongly related. Low educational attainment is more likely to lead to precarious employment outcomes, whilst high educational attainment is more likely to foster social mobility and increasing socio-economic opportunities.
With the abundance of choices, societal pressures and high expectations, you can imagine that when it came time to pick a degree (which at the time I thought would determine the rest of my life) I felt more than a little lost. It takes a simple Google to find out what the Internet deems as a ‘good’ degree, with articles left, right and centre about what degrees will earn you the most money. It’s fair to say that if I was mostly concerned about my wage packet I would probably not be in my final year of Social Policy and Sociology. But, I’m getting ahead of myself. It is no secret that many people do go on to university for the prospect of a better career.
The problem is, research is conflicting. If you Google advice on what to study at university, you will be faced with a BuzzFeed quiz or ‘do what you enjoy’. Helpful. Out of sheer curiosity, I done a BuzzFeed quiz and can reveal I should have studied Literature. Baring in mind the first question was ‘pick your favourite keyring’, I’m not convinced.
It would appear that quantitative subjects not only signal intelligence, but are also more likely to bag you a graduate job. From the age of 11, employers want to see schools improving STEM (Science, Technology, Engineering and Maths) skills – with 82% ranking this among the top three most important areas for actions (CBI/Pearson Education and Skills, 2018). Of course, some professions do require specific degree subjects. A humanities student couldn’t go into an engineering role. In 2012, the CBI report indicated that the subject chosen makes a difference to employers – with 72% saying that they looked out for graduates from certain subject areas (compared to only 46% claiming that degree classification was the most important element). 50% of these employers were looking for students with STEM degrees, in comparison with 2% looking for those with social science degrees. This year, UCAS reported that 40% of employers surveyed said that they preferred to recruit graduates with a STEM subject, and 19% of employers preferred a business-related subject.
There is a great deal of debate around what subjects are ‘harder’ or more ‘worthwhile’. When I was studying German, somebody in a STEM related degree actually said to me ‘but most businesses communicate in English – plus, there’s always Google translate’. Naïve, yes. But it is also naïve to think that these judgements around humanities degrees do not exist.
Interestingly, a poll created by the AAT (Association of Accounting Technicians, 2018) showed that companies are increasingly favouring applicants with relevant work experience, whether that be from an apprenticeship or an internship. A survey of 1,000 decision makers, found that 49% preferred to see relevant work experience on a CV, in comparison to 24% who said they would be more willing to take on somebody with a relevant degree qualification. Other qualities that companies looked for was the ability for a candidate to fit into the company culture, and their personality in general.
It’s fair to conclude that not all degrees are created equal. Whilst data shows that recruiters generally favour STEM degree subjects, this could be simply because of the dominance and importance of these career paths. But it is also important to note that intelligence biases do exist.
In saying this, with the developing workplace, apprenticeships are becoming increasingly favoured due to their hands-on approach to the workplace. Co-founded of Arch Apprentices, Ben Rowland, understands the importance of apprenticeships in modern societies.
“These routes offer a great way to gain the skills needed to excel at the job, which a traditional university degree simply doesn’t provide.”
The Office for National Statistics shows that in 2016, the employment rate of those with apprenticeships was 85.6%, compared with 87.8% with degrees. However, the ONS also reported that in 2015, 45.8% of recent graduates in the UK were in jobs that did not require a degree. Considering that many outside of Scotland pay for their university education – this statistic is rather alarming. The changing recruitment requirements may allow more room for not only the development, but the encouragement of apprenticeships. Degrees are often favoured in high schools for those with the grade requirements, but perhaps we should begin to shift our focus?
CBI (2018) The CBI/Pearson Education and Skills survey 2018: how employers view the education system. https://www.cbi.org.uk/media/1171/cbi-educating-for-the-modern-world.pdf
Bathmaker, Ann-Marie, Ingram, Nicola & Waller, Richard (2013). Higher Education, Social Class and the Mobilisation of Capitals: Recognising and Playing the Game. British Journal of Sociology of Education, 34(5-6), pp.723–6), p.723–743
Office for National Statistics (2016) Percentage of graduates working in non-graduate roles in London and the UK: 2011 to 2015 / A comparison of the earnings of graduates and apprentices in the UK, 2004 to 2016
Hallinan, M. and Williams, R. A. (1990) ‘Students’ characteristics and the peer-influence process’, Sociology of Education, 63:122-33.
West, A. & Nikolai, R. (2013) ‘Welfare Regimes and Education Regimes: Equality of Opportunity and Expenditure in the EU (and US)’, Journal of Social Policy, 42(03), 469–493.
|
economics
|
https://www.jcarstenremodeling.com/2016/06/02/energy-efficient-home-updates/
| 2024-02-27T14:42:13 |
s3://commoncrawl/crawl-data/CC-MAIN-2024-10/segments/1707947474676.26/warc/CC-MAIN-20240227121318-20240227151318-00801.warc.gz
| 0.92197 | 700 |
CC-MAIN-2024-10
|
webtext-fineweb__CC-MAIN-2024-10__0__163102842
|
en
|
If there’s one aspect of home ownership that’s universally despised it’s got to be paying the bills. Few home expenses are less glamorous or more tedious. Budgeting for heat, air conditioning, water, electric, and gas use is the biggest mindset shift that occurs after leaping from renting to home ownership. Gone are the blissful days of landlord covered utilities. In its place are a bevy of new concerns.
If living off the grid isn’t an option to escape your monthly bills – rest assured there’s another option! There are many simple changes you can make that will help increase your home’s efficiency and lower your recurring expenses. Don’t waste your hard-earned income on bloated bills a moment longer; give one of these efficiency-minded updates a try!
Update Lightbulbs. Replacing traditional incandescent bulbs with energy saving CFL or LED bulbs is a no brainer. Switching is easy as reaching for a different box the next time you’re at the store. Just remember, don’t spend a small fortune changing out every lamp in the house at once. Simply replace old bulbs as they burn out, you’ll get them all changed over time without wasting what you’ve already spent money on.
Buy New Windows. Old and inefficient windows are a huge hindrance to lowering your energy bills. Leaking heat or air conditioning is as bad as throwing away your money – you are literally paying for something that is being wasted! Newer windows are designed for greater cost savings, and are a lasting update that will add value to your home.
Energy Efficient Appliances. Another excellent area for improvement are your home’s appliances. Huge strides have been made in recent years to improve and incentivize replacing inefficient household appliances. A new fridge, washer, or AC unit my be pricey, but there are many tax credits available to offset the cost of updating. Check out the EPA’s Energy Star website to begin your appliance search!
Add Insulation. A staggering amount of homes are lacking sufficient insulation. Adding new or improved insulation to your home is big way to save money. Heat naturally flows to cooler areas, which means your home could be working against you throughout the seasons. You could be spending money trying to heat your living room, only to have it escape through your freezing uninsulated attic. Or spend all summer running the AC only to have the cool air seep outside.
Install a Programable Thermostat. New thermostat technology is a game-changer. A programable thermostat puts you in control of the exact temperature of your home during specific windows of time. The heat or air conditioning can then be adjusted to your family’s schedule, which means no more wasting precious resources heating or cooling an empty house!
Tasking yourself with improving your home’s efficiency can be a big project – we know! If you’re feeling overwhelmed by the details, requirements, or planning involved, give us a call. We’re happy to take the stress off of your shoulders and help get you on the path to energy efficient savings. Don’t waste any more of your income on inflated bills or misplaced resources. Make these simple switches and start saving that extra money for fun future home projects instead. (Incidentally, we can help you with those someday too!)
|
economics
|
https://magueda.com/en/promotions/industrial-flagship/
| 2023-05-29T08:46:18 |
s3://commoncrawl/crawl-data/CC-MAIN-2023-23/segments/1685224644817.32/warc/CC-MAIN-20230529074001-20230529104001-00792.warc.gz
| 0.928916 | 114 |
CC-MAIN-2023-23
|
webtext-fineweb__CC-MAIN-2023-23__0__172594159
|
en
|
Lot of land for sale for industrial use with almost 11,000 m2 of plot area with the possibility of division into two or more plots. It is located in Sector I-1 of Torija located next to the A-2 motorway. Interesting for any type of industrial installation.
The urban characteristics of the plot are as follows:
- Maximum constructed area: 8.600 m2 (0.8m2/m2)
- Maximum building height: 18,00 m.
- Approximate dimensions plot: 130 x 85 m.
|
economics
|
https://everestpm.com.au/the-rise-of-offshore-virtual-medical-assistants/
| 2024-04-12T21:08:41 |
s3://commoncrawl/crawl-data/CC-MAIN-2024-18/segments/1712296816070.70/warc/CC-MAIN-20240412194614-20240412224614-00584.warc.gz
| 0.924489 | 765 |
CC-MAIN-2024-18
|
webtext-fineweb__CC-MAIN-2024-18__0__6348425
|
en
|
In today’s globalized world, healthcare practices are increasingly turning to offshore Virtual Medical Assistants (VMAs) to streamline operations, enhance patient care, and optimize their administrative functions. These VMAs, based in the Philippines, provide a flexible and cost-effective solution for medical practices looking to expand their capabilities without the overhead of additional on-site staff.
What Are Offshore Virtual Medical Assistants?
Offshore VMAs are skilled professionals located outside the country of the healthcare provider they serve. They perform a variety of tasks, from administrative duties like scheduling appointments and managing patient records to more specialized tasks such as handling private billing, insurance verification, and even providing basic patient support. By leveraging the power of the internet and modern communication tools, these assistants work seamlessly with on-site teams, despite the geographical distance.
The Game-Changing Benefits of Offshore VMAs
- Cost Efficiency: One of the most compelling advantages of offshore Virtual Medical Assistants is the significant cost savings they offer. Due to lower living costs in their home countries, offshore VMAs can provide their services at a fraction of the cost of hiring additional on-site staff, making it an attractive option for practices looking to minimize expenses.
- Round-the-Clock Availability: With VMAs located in different time zones, medical practices can offer extended support hours, ensuring that patient inquiries are addressed promptly, even outside of regular office hours. This 24/7 availability can significantly enhance patient satisfaction and engagement. You can choose whatever hours you require – 8 to 24 hours per day. Or you may require a VMA for less hours. We can help you decide what is best for you.
- Scalability: Offshore VMAs allow practices to scale their operations up or down with ease, providing flexibility to handle patient load fluctuations without the need for long-term commitments to additional in-house staff.
- Access to a Global Talent Pool: Hiring offshore VMAs opens up access to a vast pool of skilled professionals from around the world, enabling practices to find the perfect fit for their specific needs without geographical constraints.
- Focus on Core Healthcare Services: By outsourcing administrative and certain clinical support tasks to offshore VMAs, healthcare providers can focus more on patient care and other core medical services, thereby improving the quality of care and patient outcomes.
Implementing Offshore VMAs in Your Practice
To successfully integrate offshore VMAs into a medical practice, it’s crucial to establish clear communication channels, set well-defined roles and expectations, and ensure compliance with healthcare regulations, including patient privacy and data security standards. Choosing the right VMA provider, one that understands the unique needs of your practice and offers reliable, high-quality services, is also essential.
Embracing the Global Workforce
The integration of offshore Virtual Medical Assistants into medical practices represents a forward-thinking approach to healthcare management. By embracing the global workforce, practices can enjoy increased efficiency, cost savings, and improved patient services, all while navigating the challenges of a rapidly changing healthcare landscape. Offshore VMAs are not just a cost-saving measure; they’re a strategic asset that can help medical practices thrive in today’s competitive healthcare environment. As we look to the future, the role of offshore VMAs is set to become increasingly integral to the operational success of healthcare providers worldwide, marking a new era in the evolution of medical practice management.
By focusing on the unique advantages and considerations of integrating offshore Virtual Medical Assistants into medical practices, we can see how they offer a viable solution for enhancing efficiency, reducing costs, and improving patient care. This approach not only addresses the immediate needs of healthcare providers but also paves the way for a more connected, efficient, and patient-centric medical practice.
|
economics
|
https://solarsource.wordpress.com/
| 2017-02-27T15:43:53 |
s3://commoncrawl/crawl-data/CC-MAIN-2017-09/segments/1487501172902.42/warc/CC-MAIN-20170219104612-00193-ip-10-171-10-108.ec2.internal.warc.gz
| 0.94339 | 2,125 |
CC-MAIN-2017-09
|
webtext-fineweb__CC-MAIN-2017-09__0__53715221
|
en
|
July 12, 2010
Anaheim Public Utilities’ commitment to help customers install new solar electric residential systems has been brought forth via their “Solar Advantage” program. This program was initiated in 2008 and since is responsible for thousands of Anaheim residents going solar and saving thousands of dollars off the purchase price of their solar systems. The Anaheim Solar Advantage program has one of the largest cash rebates in California (currently $3.46/w AC CEC).
How does that translate into savings? For a typical 1600 sqft. home a 3.8 kW system would offset nearly 100% of the energy usage. The gross cost of this size system could cost anywhere from $21,000-$23,000. With the Anaheim Public Utilities Solar Advantage the homeowner would get a cash rebate of approximately $12,000. Over 50% of the retail gross system cost is subsidized by the Anaheim Solar Advantage program.
But wait, theres more… The homeowner is also eligible for the 30% Federal clean energy tax credit. If we take the original gross cost ($23,000) and subtract the Solar Advantage incentive ($12,000) it leaves us with a net solar system cost of $11,000 which we can apply the 30% Federal tax credit to. That is an additional $3,300 incentive that is realized in the form of a tax credit at year end. The two incentives combined lowers the gross cost of the $23,000, 3.8 kW solar system to $7,700 after tax season.
Let’s take this case study one step further… Based upon the California Energy Commission rating of the referenced 3.8 kW solar system it would be expected to generate 5,626 kWh of electricity per year. A typical Anaheim Public Utilities customer would be buying electricity for $0.14 per kWh. If we multiply 5,626 kWh of electricity by the current cost of of $0.14 per kWh we arrive at an annual energy savings of $787 per year. The solar system would pay for itself in less than 10 years while offering power output warranties that exceed 20 years.
As you can see Anaheim residents that purchase a solar system for their home and participate the Solar Advantage program are saving thousands of dollars in utility expenses over the life of their solar systems and helping the environment by powering their home with 100% clean and renewable solar energy. Good job Anaheim Public Utilities and participating residents!
For more information visit: http://www.solarsourcepower.com/anaheim.html
December 7, 2009
September 24, 2009
Local Company Provides Clean Energy System for newly built Long Beach Park
Long Beach, California, September 24, 2009 — A local company is helping to make history. Solar Source Inc. has designed and supplied the system for Long Beach’s first completely off-grid public park. The new K-9 Corner Dog Park, which opened on Sunday, September 27th, will draw its power directly from the sun.
Although the project design originally included a conventional lighting system, a plan for an off-grid solar system that would produce the same level of lighting was presented, and adopted, during construction. The system will generate and store enough electricity to power 24 high-efficiency LED park lights for 6 hours a day starting at dusk, 365 days a year. It will also calibrate itself to adjust the park lighting supply to accommodate the ever-changing time of sunset. The lighting system includes a pole-mounted solar array consisting of six photovoltaic solar panels, two sun calibrating charge controllers, and four 120 Ah batteries.
“This park is the first solar-powered park in Long Beach, but we expect that it won’t be the last,” said Jarrod Osborne, General Manager of Solar Source Inc. and project manager for the K-9 Corner Dog Park system. “We anticipate that the innovations here will inspire more and more use of pollution-free, renewable solar technology which is a cornerstone of the green revolution that is well under way and will continue over the decades to come.”
K-9 Corner Dog Park is located at Pacific Ave. and 9th Street in Downtown Long Beach. It is an off-leash facility with a dog run, artificial grass designed for easy removal of dog waste, drought-friendly landscaping, a large desk constructed from recycled wood, shaded benches made of recycled plastic, and a dog drinking fountain.
# # #
ABOUT SOLAR SOURCE
Solar Source Inc. is a licensed solar energy contractor based in Long Beach, CA. They design, engineer, and install photovoltaic solar systems for residential and commercial electricity generation.
Visit us online: http://www.solarsourcepower.com
December 6, 2009
The sun is the source of all energy on our planet, and consequently also the cleanest and most renewable source of energy available to homeowners all around the world. Misconceptions about photovoltaic solar systems and our ability to harness the suns energy are the number one reasons homeowners overlook going solar. Let’s explore some of the most common myths related to solar power.
Myth: Solar power is too costly.
Fact: Most solar systems will pay for themselves in 5-9 years and depending on the system can increase the homes value by as much as 5%. Best of all Uncle Sam is now subsidizing up to 50% of the cost of a new solar systems so the return on investment has never been higher. It is not uncommon to see annual return on investments between 7%-18% over the life of the system.
Myth: My homeowners association will not allow me to install solar panels.
Fact: State law forbids anyone from preventing someone from installing solar electric systems based upon appearance.
Myth: You need the right kind of roof.
Fact: Solar systems can be designed for all roof types. As long as the roof has unobstructed access to the sun and is free from shade it would be a good location for a solar system.
Myth: My solar system will only work if the sky is clear of clouds.
Fact: Solar systems do st ill produce a current on cloudy days, however not as much energy will be produced as when the conditions are optimal (clear, sunny & cool). Solar systems are designed based upon the average annual sun hours of a given location and are designed to generate the necessary energy needs of the homeowner.
Myth: The utility company will pay me in cash for any additional energy I generate.
Fact: The utility company will not pay homeowners cash for the additional energy they generate. The utility company offers homeowners the option of “Net-Metering”. If you produce more energy than you consume during the day you will have a surplus of energy created that will be used to offset the energy you consume at night when your solar system is not feeding energy into the grid. You will have a rolling 12 month period to use any monthly energy surplus you may have. Your energy surplus can expire if not consumed over the 12 month period. It is the job of the solar system contractor to design a solar system that is appropriate for your energy needs and that will not exceed your annual usage.
Take a close look and you will see that solar power truly has a bright future. Unlike fossil fuels solar energy is completely clean and renewable. It contributes absolutely no pollution to the air or water. According to the Environmental Protection Agency, if renewable energy were used to power one million homes, carbon dioxide emissions would be reduced by 4.3 million tons per year, the same effect on the environment as removing 850,000 cars from the road. So go solar and be a super hero for the environment.
SOLAR SOURCE INC. California
December 5, 2009
Every month we receive an energy bill in the mail with a dollar amount owed in bold letters and a return address envelope awaiting our check and stamp. Have you ever tried to figure out how they actually came up with that dollar amount?
The first thing to do is define the unit of measurement for determining how much energy is used. We pay for gas by the gallon, we buy fruit and vegetables by the pound and we buy cable TV by the channel. When it comes to electricity we pay by the kilowatt-hour (kWh). One kilowatt is 1000 watts and one kilowatt-hour (kWh) is equivalent to the amount of energy used by ten 100 watt light bulbs for one hour.
Now that we know how they are measuring our electricity usage lets look at how they equate it to dollars. A typical energy bill will have the total monthly kWh’s used and a price per kWh. This can range anywhere from $0.06 to $0.51 per kWh used. If your like me you pulled out your calculator to find out that there is a 750% difference between the two price points. Imagine going to the gas pump to find out that your price per gallon fluctuates between $3.00 and $22.50 based on how much gas you need.
It is typical for utility companies to determine the price per kWh charged based upon how much energy was used. Under this type of tiered pricing structure (used by SCE, PG&E, SDGE) everyone is allocated a baseline amount of electricity they can use per month at the lowest price per kWh ($0.10-$0.12 per kWh). If the customer exceeds their allocated kWh amount they are now bumped up into a higher pricing tier (often 10%-20% higher price per kWh) for the rest of the month. There can be up to 5 tiers of energy price increases based on your monthly use. The highest tier costing as much as $0.51 per kWh in some parts of California.
Why is all this so important?
The only way you can determine if using an alternative energy source such as solar, wind, geothermal, or gas is a more viable option is to know how much energy you are currently using and how much it is costing you.
How does solar energy compare?
Solar energy systems can generate energy at a levelized cost as low as $0.09 a kWh over the 25 year life of the system. The energy produced by a solar system is clean and 100% renewable and best of all is cheaper per kWh than the utility is selling it for.
Written by SOLAR SOURCE INC. California
|
economics
|
https://inspiro.co.il/en/
| 2024-02-26T11:54:14 |
s3://commoncrawl/crawl-data/CC-MAIN-2024-10/segments/1707947474659.73/warc/CC-MAIN-20240226094435-20240226124435-00442.warc.gz
| 0.95026 | 196 |
CC-MAIN-2024-10
|
webtext-fineweb__CC-MAIN-2024-10__0__65667456
|
en
|
Residential real estate projects management
Inspiro has been engaged in real estate development, management, and financing since 2010. Over the years, the company has successfully initiated and established countless projects throughout Israel. Each of these projects represents the fulfilment of the Inspiro vision to play a pivotal role in the advancement of the Israeli real estate market, from preliminary planning to successful handover of each apartment. Simply put, Inspiro is devoted to ensuring its clients’ complete satisfaction.
Alongside its real estate development interests, Inspiro is actively involved in the management of non-profits, purchasing groups, and financing various projects around Israel. Inspiro’s financial strength and renowned managerial capabilities have cemented its reputation as a unique, pioneering company that both anticipates and leads original, groundbreaking thought in every field.
Today, Inspiro initiates and manages many projects valued at hundreds of millions of shekels a year, while also presenting impressive multi-year growth data.
|
economics
|
http://irontrybe.com/
| 2022-10-06T19:20:10 |
s3://commoncrawl/crawl-data/CC-MAIN-2022-40/segments/1664030337855.83/warc/CC-MAIN-20221006191305-20221006221305-00311.warc.gz
| 0.974327 | 2,882 |
CC-MAIN-2022-40
|
webtext-fineweb__CC-MAIN-2022-40__0__56013230
|
en
|
With the easing of Covid-19 limitations from March 29, designers are preparing to introduce their larger-scale projects. Initially out of eviction is Sing Holdings’ 616-unit executive condo (EC) North Gaia at Yishun Close, which opened its sales gallery and showflats for public sneak peek on April 7. E-application will be held from April 7 to 19, with rates of the devices to be released on April 20 as well as 21, complied with by hand-operated balloting on April 22 and also reservation of systems on April 23.
The project will have 11 blocks of 14 storeys, with 3- to five-bedroom homes, remaining on a 99-year leasehold, 231,575 sq ft, regular-shaped story. Throughout the roadway is the 40ha Khatib Bongsu Nature Park, with mangroves, mudflats and a river where individuals can go kayaking.
” When I first checked out the website two years ago, it was the prospect of the nature get that drew me,” says Lee Sze Hao, chief executive officer as well as managing director of Sing Holdings. “It is very unusual for a suburban property project to be situated so near to the nature reserve.”
North Gaia will have 11 blocks of 14 floors remaining on a 99-year leasehold, 231,575 sq ft story located cross the road from the 40ha Khatib Bongsu Nature Park
Sing Holdings won the website with a bid of $373.5 million or a land rate of $576 psf per story proportion (ppr) in November 2020. The land rate of $576 psf ppr was 2nd just to the $583 psf ppr paid by a joint endeavor in between City Advancements Ltd (CDL) and TID (a joint venture in between Hong Leong Holdings as well as Japanese developer Mitsui Fudosan) for the Sumang Walk EC site in February 2018.
When the EC at Sumang Walk, the 820-unit Piermont Grand, was launched in July 2019 at an average rate of $1,109 psf, it was the initial EC to cross the mental limit of $1,000 psf. Piermont Grand was completely marketed as of end-December 2021, just 2 1/2 years after its launch. The last couple of devices that were marketed fetched a median cost of $1,159 psf, according to cautions lodged with URA Realis from September to December 2021.
Since Piermont Grand, 4 other ECs have actually been released. March 2020 saw the launching of the 548-unit Ola at Anchorvale Crescent in Sengkang, which was completely sold as of end-March this year. 3 EC projects were launched in 2021: The 700-unit Parc Central in January, which was fully offered within 12 months; the 413-unit Provence Home, which was launched in May in 2015 as well as has just 3 readily available systems as at April 5; and also the 496-unit Parc Greenwich, which was turned out last September and also has just 13 unsold systems as at April 5.
” As North Gaia is the initial major launch of 2022, as well as likewise the initial EC, units there are likely to be oversubscribed,” claims Ismail Gafoor, CEO of PropNex. North Gaia is collectively marketed by PropNex, AGE, Huttons and also SRI.
Passion in ECs has gotten on the surge after the “circuit breaker” of April to June 2020, according to Mark Yip, CEO of Huttons Asia. There are 16 unsold brand-new EC systems from the 3 jobs released last year, he keeps in mind. “The launch of a new EC task, North Gaia, is most likely to appease the thirst [for ECs],” adds Yip. He is predicting that sales could be “as high as 50%” on launch day.
There has actually not been a brand-new EC job in Yishun in 7 years, not since Trademark at Yishun and also The Requirement, two EC jobs situated beside each other and launched in September and also October 2015 respectively. Both projects were totally sold and also completed in 2017 and also 2018 specifically. Trademark at Yishun will certainly strike its five-year minimum profession duration this year, and also The Requirement will certainly achieve sponge next year.
Units in EC tasks can only be re-selled to Singaporeans and also irreversible residents 5 years after MOP. It is only in the 10th year that the devices in the growth can be traded like other 99-year leasehold apartments, as well as available to foreign buyers.
Nearly 7,000 HDB flats (three-room as well as bigger) in Yishun have acquired MOP between 2019 as well as 2021, Huttons’ Yip includes. “This develops a prospective swimming pool of HDB upgraders for North Gaia.”
The EC market is relatively unaffected by the cooling steps: HDB upgraders are not subjected to the extra buyer’s stamp obligation (ABSD) when purchasing an EC device. They need not offer their existing HDB level until they obtain the secrets to their brand-new EC unit. As well as they are provided 6 months to get rid of their HDB level. The HDB resale levy will only be paid upon the sale of the level.
Besides HDB upgraders, newbie home customers are another source of need for ECs They are untouched by the higher ABSD as they are acquiring their very first house, says Nicholas Mak, head of research study & working as a consultant at age Realty Network.
Nonetheless, they could be impacted by the tightening up of the total financial obligation servicing ratio (TDSR) from 60% to 55% in the latest round of cooling down procedures on Dec 16, 2021, he notes. Nevertheless, this could be minimized by the greater household earnings ceiling of $16,000 for EC purchasers, up from $14,000 in 2019, he includes.
Wall surfaces in between spaces can be partially knocked down to create doorways or recesses for storage or screens.
Sing Holdings is anticipated to establish a brand-new benchmark for the EC market with ordinary rate of systems at North Gaia between $1,250 psf and $1,280 psf. Based upon cautions lodged for the very first three months of 2022, mean price at Provence House is already at $1,242 psf; and at Parc Greenwich, median rate of systems sold goes to $1,226 psf.
” North Gaia will establish the pattern for the staying two ECs in the pipe for launch this year,” states PropNex’s Gafoor.
Both ECs in the pipeline are slated for launch in the 2nd half of this year. The 639-unit EC at Tengah Yard Walk by a joint endeavor in between CDL as well as MCL Land is targeted for launch in 3Q2022; while the 600-unit EC at Tampines Road 62 by a joint venture between Qingjian Realty as well as Santarli Building and construction is arranged for 4Q2022.
The research study area along the corridor can be incorporated with the utility area to develop a larger study or a guest room in the 1,076 sq ft, three-bedroom-plus-utility-and-study
CDL and also MCL Land paid $603 psf ppr for their EC site at Tengah Yard Stroll in June in 2015, while Qingjian and Santarli paid $659 psf ppr for the EC website at Tampines Street 62 in July 2021, climaxing for land prices in the EC section.
Qingjian as well as Santarli shattered their own record in March this year when they won the EC website at Bukit Batok West Avenue 8 with a land proposal of $662 psf ppr. The new 375-unit EC project at Bukit Batok West is expected to be launched sometime in 2Q2023.
Standard land rates in the optical character recognition
It is not just EC land prices that are establishing brand-new highs. “Even government land sales [GLS] of 99-year private household websites in the Outside Central Area [OCR] are setting benchmark costs,” remarks ERA’s Mak.
Last July, GuocoLand established a new record for personal household advancement land in the optical character recognition when it paid $1,204 psf ppr for a mixed-use development website at Lentor Central, which will be connected to Lentor MRT Terminal on the Thomson-East Shore Line. The new job, Lentor Modern at Lentor Central, is likely to be launched sometime at the end of 3Q2022 or very early 4Q2022.
At the same time, a joint endeavor between UOL Group, Singapore Land Group as well as Kheng Leong Co paid $1,118 psf ppr for the domestic GLS website at Ang Mo Kio Method 1 last May. The brand-new 372-unit job on the site is anticipated to be released in June this year. “Both these tasks will be establishing a brand-new price criteria for the OCR as they are most likely to be gone for rates close to $2,000 psf,” notes ERA’s Mak.
With ECs valued at the $1,250 psf to over $1,300 psf variety, as well as upcoming OCR launches forecasted to enter the marketplace at $1,900 to over $2000 psf, there is still a 46% to 52% rate gap in between these 2 market sectors, states Ken Low, taking care of companion of SRI. “ECs still present a really attractive opportunity for house applicants,” he includes.
At North Gaia, 85% of the units have a north-south orientation. Concerning 22% of the devices have sights of the Khatib Bongsu Nature Park or the canal and also upcoming park alongside the project. “The attraction of this job is its proximity to greenery,” keeps in mind period’s Mak.
Three-bedroom houses are from 958 to 1,076 sq ft, and be available in different permutations consisting of those with a backyard and also study. Three-bedders comprise 518 systems (84%) of the complete devices in the task. Four-bedders are from 1,313 to 1,389 sq ft, and also comprise 84 units. These systems come with 5.2 m frontage for the living as well as eating location.
The remaining 14 units in the advancement are five-bedders sized at 1,593 sq ft. There are 45 penthouse units on the topmost flooring (14th level), as well as these come with 4m ceiling elevation as well as are a mix of 3- to five-bedroom devices. The job is arranged for completion at some time in June 2027.
Communal facilities consist of co-working space, a meeting room, 2 50m swimming pools, tennis court as well as jogging track of over 450m. Residents have accessibility to the park port through a side-gate at North Gaia. The park adapter web links to the Khatib Bongsu Nature Park across the roadway and also the 16.7 km Northern Explorer Loop, states SRI’s Low.
The Joint 9 mall is also within strolling distance (450m away), as well as provides 100 retail as well as F&B stores consisting of a 10,000 sq ft Sheng Siong grocery store. Throughout the road along Yishun Avenue 9 are cafe and dining establishments as well, he adds. North Gaia lies within 1km of 4 primary schools consisting of Chong Fu Institution, among the top primary schools in the north, Reduced comments.
North Gaia is additionally located within a development area– the North Coastline Development Passage– which extends from Woodlands to Yishun and also Sembawang, and also finishes in Seletar and the Punggol Digital District. “The capacity for development is huge, provided the fact that EC buyers will certainly require to hold their systems for at the very least 6 to seven years,” he includes.
North Gaia executive condominium is built next to Harmony Suites is arranged to be completed in 2026.
Sing Holdings’ Lee believes Singapore’s residential market will “remain healthy”, provided the easing of limitations, the reopening of the economic climate and far better task leads. Joblessness rate is additionally back at December 2019 pre-Covid degrees, according to the Division of Data, with the overall joblessness rate in January 2022 at 2.3% (from 2.4% formerly).
Unsold housing supply is also at an all-time low, with less than 4,000 units from existing private property launches in the OCR to day, approximates PropNex’s Gafoor. “Options are restricted, as well as there aren’t several readily available offer for sale in the $1,300 to $1,400 psf cost variety,” he points out. (Discover all Singapore brand-new launch apartments in 2022).
A forecasted 31,325 HDB Build-To-Order (BTO) apartments are expected to reach sponge this year– the highest possible figure in a years. In 2014, 25,530 HDB BTO apartments gotten MOP. “Demand for ECs is expected to stay solid this year,” states Gafoor.
|
economics
|
https://www.resoniks.com/post/social-impact-award-finalist
| 2024-02-21T17:35:01 |
s3://commoncrawl/crawl-data/CC-MAIN-2024-10/segments/1707947473524.88/warc/CC-MAIN-20240221170215-20240221200215-00343.warc.gz
| 0.923165 | 319 |
CC-MAIN-2024-10
|
webtext-fineweb__CC-MAIN-2024-10__0__10928761
|
en
|
Tackling the UN Sustainable Development Goals, the Social Impact Award supports startups since 2009 to become agents of change. SUPPLYZ is among the top 20 finalists for this year's award, by enabling digital circular economies and reducing waste along the supply chain.
Unique Incubation Program
The Social Impact Award runs across 18 countries and supports startups by creating awareness around social entrepreneurship, through a community of experts and peers, an by sharing know-how. The SUPPLYZ founding team is excited to be part of this incubation program for the next months, to solve the problem of inefficiencies in specific parts of the supply chain.
Reusing packaging plays a big role in achieving the sustainability goals. The SUPPLYZ technology can create digital twins of reusable packaging to increase efficiencies and transparency.
The Need for Digital Circular Supply Chains
Producers of products and materials want to know exactly how much they need to produce in order to satisfy current demand. Both over- and underproduction result in inefficiencies, which mean extra costs, an increased risk of waste, or lost revenues. But the problem is that producers and industries do not have access to the real-time consumption data. To connect demand and supply in a circular economy, it is therefore not enough to use reusable packaging, but to share the data. The SUPPLYZ technology automates the documentation and sharing of this data in real-time while ensuring quality along the processes. This makes it more efficient for industries to adopt reusable packaging and reduce the amount of waste created from single use packaging.
|
economics
|
http://number.beeline.am/en/Payment
| 2019-02-16T17:08:46 |
s3://commoncrawl/crawl-data/CC-MAIN-2019-09/segments/1550247480905.29/warc/CC-MAIN-20190216170210-20190216192210-00087.warc.gz
| 0.935597 | 396 |
CC-MAIN-2019-09
|
webtext-fineweb__CC-MAIN-2019-09__0__95107502
|
en
|
After receiving the application, the delivery service will get in touch with the Buyer during 24 working hours and will form the final Order. In case the telephone number given by the Buyer is wrong and is not working or if no one answers the phone for 2 days, the application is considered invalid. In this case, the User can send a new Application. The product may be delivered by delivery service to the Buyer`s address indicated in the Order. The delivery is free of charge.
The product delivery term in Yerevan - within 3 working days from the date of completing the final Order. The product delivery term in RA regions: In urban communities of RA regions – within 5 working days from the date of completing the final Order. In rural communities of RA regions – within 10 days from the date of ordering. There is no delivery to Nagorno-Karabakh Republic and abroad.
The delivery is carried out any day of the week from 10:00 till 18:00 inclusive. The exact delivery time is coordinated with the Buyer and the Dealer by the telephone number indicated in the Order.
We are not in charge for delays due to force major circumstances.
The delivery is handed to the Buyer or to the person, indicated in the Order as a recipient. In course of handing the product, the Dealer has the right to demand the Buyer to submit an identity document (passport and ID card). The Seller ensures the confidentiality and security of the Buyer's information. Upon receiving the product the Buyer signs a contract of service provision:
Term of payment
The payment is made by the Buyer upon delivery of the goods. The payment is made in AMD in cash for the entire cost of the Goods. The Goods are not subject to handing to the Buyer, in case the latter refuses to pay or in case of absence of the Buyer`s funds at the moment of delivery.
Prices and descriptions of services
|
economics
|
http://proof-berganknights.presencehost.net/admissions/tuition/
| 2018-10-22T07:50:27 |
s3://commoncrawl/crawl-data/CC-MAIN-2018-43/segments/1539583514879.30/warc/CC-MAIN-20181022071304-20181022092804-00066.warc.gz
| 0.950384 | 1,595 |
CC-MAIN-2018-43
|
webtext-fineweb__CC-MAIN-2018-43__0__11063307
|
en
|
Tuition Information and Assistance
- It is NOT a policy at Archbishop Bergan Catholic School to turn students away for financial reasons.
- Archbishop Bergan Catholic School will work with each family to review all demonstrated need to ensure that financial hardship does not prevent a student from attending Archbishop Bergan Catholic School.
- In addition to other tuition assistance options, Archbishop Bergan Catholic School also offers several academic scholarships to students who qualify based on criteria set by the specific scholarship fund.
- Archbishop Bergan Catholic School expects families will make every effort to pay as much as they can, consistent with their commitment to the well-being of the School and their child’s education.
1. Choose the payment plan that works for you. Tuition Payment Plans are selected when new students apply to Archbishop Bergan Catholic School or when current students re-enroll during the Open Enrollment Period (January – March).
Option #1 – Single payment due by July 10th each academic year
Option #2 – Bi-annual payments due July 10th & January 10th of that academic year
Option #3 – Monthly, bi-monthly, or weekly payments. FACTS, a NelNet Company, allows payments to be budgeted over 12 months beginning in July of each academic year. This is the school’s required method for payments occurring monthly or more. Those paying by this option, will be charged a $43.00 annual fee, which will be charged to your tuition total. You have the option of paying with checking, savings, or credit*/debit card when using FACTS.
*Beginning July 1, 2015, a 2.5% non-refundable convenience fee will be assessed on payments made via credit card
2. Use the $crip rebate program to earn tuition credits on your account.
This program gives parents access to gift cards from a variety of stores and restaurants. Orders can be placed by email, at the church (before or after weekend Mass), or at the Parish Office (during weekday office hours). Use $crip for everyday purchases: groceries, clothes shopping, holiday shopping, home repairs, etc.
The gift cards are available or ordered at that time for parent pick-up.
Businesses participating in this program donate a percentage of the purchases you make through the $crip program to the School. The percentage is used as the rebate amount, which helps your students’ tuition or designated student/family tuition for Archbishop Bergan Catholic School.
The profits from the $crip program go to the General Fund of the School. Everyone in our School Family benefits in one way or another from the profits of the $crip program. The $crip profits help pay for the operating expenses of the School which provides Catholic education to our youth.
If after choosing your payment plan to fit your family budget and using $crip, you find that you cannot pay the designated tuition amount, there are several Tuition Assistance options to consider.
- Complete the Archbishop Bergan Catholic School Tuition Assistance Application
- Complete the Children’s Scholarship Fund Application (for families with students in grades K-8) or Complete the Archdiocese of Omaha High School Assistance Funding Application (for families with students in grades 9-12)
- Meet with Director of Finance
1. Complete the Archbishop Bergan Catholic School Tuition Assistance Application
There is no income requirement to apply for Tuition Assistance through Archbishop Bergan Catholic School. However, scholarships/grants are awarded based on need and the amount of funds available. Tuition assistance funds vary from year to year, so the funds are limited.Early application is encouraged. Tuition assistance is credited to accounts and families will be notified by the Finance Office. Families who receive the Archbishop Bergan Catholic School Tuition Assistance Grants/Scholarships must sign the Acceptance Agreement before the funds will be credited to your account.
Qualified families are expected to adhere to the following:
- Students will maintain average to above average grades and maintain superior behavior in the classroom
- Send a Thank you letter/note to the scholarship donor
- Maintain assigned payment amounts and acknowledge that assistance will be re-applied for each year
- Commit time in giving back to child(ren)’s school by volunteering time with various events and in the classroom
- Notify Archbishop Bergan Catholic school and the St. Patrick’s Catholic Church Finance Office of e-mail or address changes that may occur
2. Complete the Children’s Scholarship Fund Application (for families with students in grades K-8) or Complete the Archdiocese of Omaha High School Assistance Funding Application (for families with students in grades 9-12)
Children’s Scholarship Fund of Omaha
The Children’s Scholarship Fund of Omaha’s mission is to provide scholarship assistance for qualifying families so their children may attend a private or parochial elementary school of their choice.
To be considered for a CSF scholarship you must be entering school for the required academic year, and your total family income must fall within the eligibility scale. Once you’ve applied and been accepted (not all applications are accepted), you will agree to adhere to CSF’s scholarship requirements.
Qualified families will are expected to adhere to the following:
- Each child receiving a scholarship must have an attendance rate of at least 90%
- Your family must pay a minimum of $500 towards your children’s school each year (per family, not per child)
- Physically enter your child’s school twice each year (once in November, once in April) to sign CSF paperwork
- Your child must comply with school standards. If expelled, your child will not be eligible for scholarship renewal
- You must fill out requalification paperwork each year to verify continued financial eligibility
- Agree to make your child’s academic information accessible (e.g. test scores) for CSF program assessment.
For more information on the application process, eligibility scale and requirements of receiving a scholarship, please visit csfomaha.org or call 402-819-4990.
Archdiocese of Omaha High School Assistance Funding
Two Assistance Programs are available by filling out the Archdiocese of Omaha High School Assistance Funding.
Omaha Archdiocesan Educational Foundation (OAEF)
- For Catholic High schools in the Archdiocese of Omaha (grades 9-12)
Archbishop’s Annual Appeal Scholarship Program
- For students enrolled in the 9th or 10th grade in a Catholic high school in the Archdiocese of Omaha
- Scholarships are for tuition costs only. Registration fees, book fees, activity fees, etc. are the responsibility of the parents.
- Qualified families are expected to pay a minimum of $1,000 of the tuition costs per year. This will be waived only for applicants with seriously limited resources.
The office of Stewardship & Development coordinates the Archdiocese High School Scholarships to provide tuition assistance for children throughout the Archdiocese. For more information, email [email protected] or call 402-557-5650.
3. Meet with the Director of Finance
Brook Zakovec, Director of Finance for St. Patrick’s Catholic Church & Archbishop Bergan Catholic School can meet with you to discuss your tuition budget and goals. You can also discuss options such as the Summer Student Work Program or Family Work Program. The Parish Office is located at 422 East 4th Street (next to St. Patrick’s Auditorium). Brook may be reached by email [email protected] or by phone 402-721-6611.
|
economics
|
https://amvipharm.vn/prescription-powder-for-injection
| 2023-06-08T18:52:10 |
s3://commoncrawl/crawl-data/CC-MAIN-2023-23/segments/1685224655092.36/warc/CC-MAIN-20230608172023-20230608202023-00244.warc.gz
| 0.861486 | 154 |
CC-MAIN-2023-23
|
webtext-fineweb__CC-MAIN-2023-23__0__35071234
|
en
|
- Address: Lot B14-3.4 N13 Street, Dong Nam Industrial Park, Hoa Phu, Cu Chi, Ho Chi Minh City.
- Phone: 0886.690.680
- Email: [email protected]
- Website: www.amvipharm.vn
- Tax Code: 0310524194
- Business registration number: 0310524194 issued by the Business Registration Office - Department of Planning and Investment of Ho Chi Minh City on December 17, 2010, changed for the 14th time on May 7, 2018.
Block B14-3,4; N13 Street, South East Industrial Zone, Hoa Phu commune, Cu Chi district, HCMC
|
economics
|
http://www.go-dome.com/the-fine-print-go-dome-distributor-discounts-and-rewards-program-rules/
| 2015-05-28T15:43:52 |
s3://commoncrawl/crawl-data/CC-MAIN-2015-22/segments/1432207929422.8/warc/CC-MAIN-20150521113209-00252-ip-10-180-206-219.ec2.internal.warc.gz
| 0.936813 | 530 |
CC-MAIN-2015-22
|
webtext-fineweb__CC-MAIN-2015-22__0__3781294
|
en
|
As distributors have become aware of and have begun taking advantage of Go-Dome’s new Distributor Discounts and Rewards Program, questions have been trickling in about the specifics of the program. Following are answers to some of the most frequently asked questions. Go-Dome launched its Discounts and Rewards Program to benefit its loyal distributor partners, and wants the program to be as simple to use as possible.
Q: “When I submit a purchase order, will Go-Dome® automatically apply my appropriate discount percentage to my order?”
A: No. In order to take advantage of the discount that you’ve earned, you must apply that discount percentage to the purchase order before submitting it to Go-Dome. Go-Dome then will verify that you’ve added the correct discount percentage.
Q: “When I’ve accrued enough points to earn a free reward Go-Dome, can I apply those points toward paying a Go-Dome invoice instead of receiving a free product?”
A: No. Reward points can’t be used as partial payments for Go-Dome orders, nor can they be traded or bartered in any way. Reward points have no value as currency, nor are they transferable to a third party.
Q: “Is there a limit on how many reward Go-Domes I can earn per calendar year?”
A: Absolutely not! The more Go-Domes you sell, the more free products you earn.
Q: “Are there any exclusions – any products that will not earn rewards points?”
A: Distributors earn reward points on sales of all styles and sizes of Go-Domes. Sales of Newtonian 2 or Go-Vex products do NOT earn reward points,
Q: “Are there stipulations on what I can and can’t do with my reward Go-Dome? If I want to sell it, is that OK?”
A: No, there are no stipulations. Your reward Go-Domes are yours, and you can do what you wish with them. Many distributors say they plan to sell their reward Go-Domes at market price and use them to earn extra income.
If you are a distributor participating in Go-Dome’s new Distributor Discounts and Rewards Program and you have questions that are not answered here, e-mail Go-Dome’s Jiali Brady ([email protected]).
|
economics
|
http://homecomfortgeo.com/locations/missouri/jefferson-city-mo/
| 2015-09-01T12:06:44 |
s3://commoncrawl/crawl-data/CC-MAIN-2015-35/segments/1440645176794.50/warc/CC-MAIN-20150827031256-00128-ip-10-171-96-226.ec2.internal.warc.gz
| 0.942098 | 173 |
CC-MAIN-2015-35
|
webtext-fineweb__CC-MAIN-2015-35__0__20277536
|
en
|
Your Choice for Geothermal Services
Home Comfort Geo is the company that offers solutions for geothermal heating Jefferson MO homeowners rely on for unmatched products and services. Geothermal energy is increasingly being used to heat and cool houses and business spaces, so you should schedule a service visit to evaluate how much you could save with a conversion to a geothermal system. One of the major benefits you will experience with geothermal is that is that you are able to access the earth’s natural energy in the land you own. By doing so you will be able to enjoy a significant energy efficiency increase, and therefore a considerable decrease in your monthly utility bill. The most energy efficient gas furnaces peak at an optimum efficiency of 94 percent, and when compared to geothermal systems at 400 percent efficiency, the choice is clear. Contact a Home Comfort Geo dealer today to learn more!
|
economics
|
https://wasnap-ed.org/curriculum/training/
| 2021-10-22T22:25:39 |
s3://commoncrawl/crawl-data/CC-MAIN-2021-43/segments/1634323585522.78/warc/CC-MAIN-20211022212051-20211023002051-00034.warc.gz
| 0.927859 | 180 |
CC-MAIN-2021-43
|
webtext-fineweb__CC-MAIN-2021-43__0__9139581
|
en
|
PSE Workshop 1: Examining Whiteness in Food Systems
Tuesday, December 7, 2021; 10:00 am-3:00 pm
Wednesday, December 8, 2021; 10:00 am-Noon
This two-day workshop will examine how the white dominant culture plays out in food insecurity and food access in the United States.
Day one, December 7, 2021, will include presentation from Jen Zuckerman, Duke University and World Food Systems. She will frame ways in which whiteness impacts the food system, based on historical context of structural racism. There will also be examples of how whiteness fuel power, decision making and investment in food systems.
Day two, December 8, 2021 will bring LIAs from their region together to discuss the previous day presentation and how the information informs WA SNAP-Ed. IAs from each region will lead the day two discussion.
|
economics
|
http://www.agrifoodecon.com/about
| 2015-11-28T04:02:27 |
s3://commoncrawl/crawl-data/CC-MAIN-2015-48/segments/1448398450762.4/warc/CC-MAIN-20151124205410-00206-ip-10-71-132-137.ec2.internal.warc.gz
| 0.906527 | 2,588 |
CC-MAIN-2015-48
|
webtext-fineweb__CC-MAIN-2015-48__0__60660187
|
en
|
Receive periodic news and updates relating to SpringerOpen.
Search information pages
About Agricultural and Food Economics
This page includes information about the aims and scope of Agricultural and Food Economics, editorial policies, open access and article-processing charges, the peer review process and other information. For details of how to prepare and submit a manuscript through the online submission system, please see the instructions for authors.
Aims & scope
Agricultural and Food Economics (AFE) is an international peer-reviewed and open access journal published on behalf of the Italian Association of Agricultural Economics. AFE welcomes research articles from economists, scholars and researchers from all over the world to publish problem-oriented and high quality articles. AFE publishes only original articles from a wide variety of economic perspectives that address current and relevant issues related to the agricultural and food system. AFE publishes articles focused on applied analysis, the discussion of innovative results, and relevant policy and managerial implications. AFE seeks clearly written articles from experts in the field, to promote insightful understanding of the current trends in the agri-food system.
Topics of specific interest to AFE include agricultural and food market analysis, agri-food firm management and marketing, organization of the agri-food chains, consumer behavior, food quality and safety issues, economics of nutrition and food security, food and health economics, agri-food policy and trade, sustainable rural development, natural and marine resource economics, land economics.
All articles published by Agricultural and Food Economics are made freely and permanently accessible online immediately upon publication, without subscription charges or registration barriers. Further information about open access can be found here.
Authors of articles published in Agricultural and Food Economics are the copyright holders of their articles and have granted to any third party, in advance and in perpetuity, the right to use, reproduce or disseminate the article, according to the SpringerOpen copyright and license agreement.
For authors who are US government employees or are prevented from being copyright holders for similar reasons, BioMed Central can accommodate non-standard copyright lines. Please contact us if further information is needed.
Open access publishing is not without costs. Agricultural and Food Economics therefore levies an article-processing charge of £80/$125/€100 for each article accepted for publication. If the corresponding author's institution is a Member, the cost of the article-processing charge is covered by the membership, and no further charge is payable. In the case of authors whose institutions are Supporter Members, however, a discounted article-processing charge is payable by the author. We routinely waive charges for authors from low-income countries. For other countries, article-processing charge waivers or discounts are granted on a case-by-case basis to authors with insufficient funds. Authors can request a waiver or discount during the submission process. For further details, see our article-processing charge page.
SpringerOpen is working closely with Thomson Reuters (ISI) to ensure that citation analysis of articles published in Agricultural and Food Economics will be available.
Publication and peer review process
Agricultural and Food Economics will publish three types of articles:
Research articles: Research articles are original contributions addressing relevant research questions. Key aims of research articles are to discuss new and interesting results of sound and rigorous scientific analysis and to disseminate new knowledge about the agri-food system. Research articles will be prevalent in AFE.
Review articles: Review articles are summaries of recent insights in specific research areas within the scope of AFE. Key aims of reviews are to provide systematic and substantial coverage of mature subjects, evaluations of progress in specified areas, and/or critical assessments of emerging technologies.
Short notes: Short articles discussing current issues of general interest in the agri-food system.
Peer review is an essential part of the publication process in AFE. It ensures that the rigorous scientific standards are met and helps authors improving their articles. The AFE editors consider peer review as a collaborative process where editors, referees and authors cooperate to achieve excellence in scientific publications.
AFE adopts double-blind peer review process to ensure independent assessment of the articles. Each article, with no exception, is reviewed independently by at least two referees of different nationalities. In case of divided judgment a third referee (or the editor) will be asked to decide.
The Editors’ choice of the referees is based on many factors, including expertise, reputation, specific recommendations and our own previous experience of a reviewer's characteristics such as reliability, timeliness and cooperative attitude. As a general rule, experts of the same nationality as the authors will not be chosen as referees.
Peer review criteria
Referees are called to evaluate articles according to three main criteria:
1. Scientific soundness. Published article must meet rigorous scientific standards. The reviewers are asked explicitly to evaluate
- that conclusions are supported by adequate (and correct) scientific evidence
- the absence of reductionism bias
- the original contribution to scientific knowledge
- the consistency between the topic (problem) and the methodology
2. Relevance. Published articles must be of interest for the food system stakeholders and consistent with the aims and scope of the journal. The reviewers are asked to assess the importance of the results, the relevance of the discussion and the problem-oriented attitude of the article.
3.Clarity. Published articles must be well-written, concise, clear and accessible to a broad and diverse audience. Reviewers are asked to evaluate the style of the article with a special emphasis on clarity, consistency between the discussion and the methodology, and the avoiding of unnecessary complications.
Authors will be able to check the progress of their manuscript through the submission system at any time by logging into My Agricultural and Food Economics, a personalized section of the site.
Portability of peer review
In order to support efficient and thorough peer review, we aim to reduce the number of times a manuscript is re-reviewed after rejection from Agricultural and Food Economics, thereby speeding up the publication process and reducing the burden on peer reviewers. Therefore, please note that, if a manuscript is not accepted for publication in Agricultural and Food Economics and the authors choose to submit a revised version to another SpringerOpen journal, we will pass the reviews on to the other journal's editors at the authors' request. We will reveal the reviewers' names to the handling editor for editorial purposes unless reviewers let us know when they return their report that they do not wish us to share their report with another SpringerOpen journal.
Please see our reprints website for information about reprinting articles.
Agricultural and Food Economics will consider supplements based on proceedings (full articles or meeting abstracts), reviews or research. All articles submitted for publication in supplements are subject to peer review. Published supplements are fully searchable and freely accessible online and can also be produced in print. For further information, please contact us.
Any manuscript, or substantial parts of it, submitted to the journal must not be under consideration by any other journal. In general, the manuscript should not have already been published in any journal or other citable form, although it may have been deposited on a preprint server. Authors are required to ensure that no material submitted as part of a manuscript infringes existing copyrights, or the rights of a third party.
Correspondence concerning articles published in Agricultural and Food Economics is encouraged. A 'post a comment' feature is available on all articles published by Agricultural and Food Economics. Comments will be moderated by the editorial office (see our Comment policy for further information) and linked to the full-text version of the article, if suitable.
SpringerOpen is a member of the Committee on Publication Ethics (COPE). In order to safeguard the quality of SpringerOpen journal publications, Springer has developed a policy on Publishing Integrity which is in line with the philosophy of COPE.
We follow the principle that we have a prime duty to maintain the integrity of the scientific record. Springer’s Policy on Publishing Integrity addresses:
- Clear definitions of what violation of Publishing Integrity is.
- A manual on how to identify such a violation (in the document referred to as an Act of Misconduct).
- Clear (COPE) examples of what such an Act of Misconduct looks like in practice.
- Clearly defined actions which have to be undertaken by the Editor and Springer when such an Act is a clearly proven fact.
- Q & A – a useful list of Questions and Answers on the definition of Publishing Integrity.
Please find the full document of Springer's Policy on Publishing Integrity here.
Data and materials release
Submission of a manuscript to Agricultural and Food Economics implies that readily reproducible materials described in the manuscript, including all relevant raw data, will be freely available to any scientist wishing to use them for non-commercial purposes.
Any 'in press' articles cited within the references and necessary for the reviewers' assessment of the manuscript should be made available if requested by the editorial office.
Appeals and complaints
Authors who wish to appeal a rejection or make a complaint should, in the first instance, contact the Editor-in-Chief who will provide details of the journal's complaints procedure.
Agricultural and Food Economics requires authors to declare any competing financial or other interest in relation to their work. All competing interests that are declared will be listed at the end of published articles. Where an author gives no competing interests, the listing will read 'The author(s) declare that they have no competing interests'.
Agricultural and Food Economics's publisher, SpringerOpen, is a member of the CrossCheck plagiarism detection initiative. In cases of suspected plagiarism CrossCheck is available to the editors of Agricultural and Food Economics to detect instances of overlapping and similar text in submitted manuscripts by using the plagiarism detection tool iThenticate. CrossCheck is a multi-publisher initiative allowing screening of published and submitted content for originality.
Citing articles in Agricultural and Food Economics
Articles in Agricultural and Food Economics should be cited in the same way as articles in a traditional journal. Because articles are not printed, they do not have page numbers; instead, they are given a unique article number.
Article citations follow this format:
Authors: Title. Agric Food Econ [year], [volume number]:[article number].
e.g. Roberts LD, Hassall DG, Winegar DA, Haselden JN, Nicholls AW, Griffin JL: Increased hepatic oxidative metabolism distinguishes the action of Peroxisome Proliferator-Activated Receptor delta from Peroxisome Proliferator-Activated Receptor gamma in the Ob/Ob mouse. Agric Food Econ 2009, 1:115.
refers to article 115 from Volume 1 of the journal.
Why publish your article in Agricultural and Food Economics?
Agricultural and Food Economics's open access policy allows maximum visibility of articles published in the journal as they are available to a wide, global audience. Articles that have been especially highly accessed are highlighted with a 'Highly accessed' graphic, which appears on the journal's contents pages and search results.
Speed of publication
Agricultural and Food Economics offers a fast publication schedule whilst maintaining rigorous peer review; all articles must be submitted online, and peer review is managed fully electronically (articles are distributed in PDF form, which is automatically generated from the submitted files). Articles will be published with their final citation after acceptance, in both fully browsable web form, and as a formatted PDF; the article will then be available through Agricultural and Food Economics and SpringerOpen.
Online publication in Agricultural and Food Economics gives authors the opportunity to publish large datasets, large numbers of color illustrations and moving pictures, to display data in a form that can be read directly by other software packages so as to allow readers to manipulate the data for themselves, and to create all relevant links (for example to relevant databases and papers).
Promotion and press coverage
Articles published in Agricultural and Food Economics are included in article alerts and regular email updates. Some may be included in abstract books mailed to academics and are highlighted on Agricultural and Food Economics's pages and on the SpringerOpen homepage.
In addition, articles published in Agricultural and Food Economics may be promoted by press releases to the general or scientific press. These activities increase the exposure and number of accesses for articles published in Agricultural and Food Economics.
Authors of articles published in Agricultural and Food Economics retain the copyright of their articles and are free to reproduce and disseminate their work (for further details, see the copyright and license agreement.
For further information about the advantages of publishing in a journal from SpringerOpen, please click here.
|
economics
|
http://premier-eye.com/what-is-the-belk-credit-card-payment-login/
| 2024-04-17T02:20:48 |
s3://commoncrawl/crawl-data/CC-MAIN-2024-18/segments/1712296817128.7/warc/CC-MAIN-20240417013540-20240417043540-00358.warc.gz
| 0.925319 | 433 |
CC-MAIN-2024-18
|
webtext-fineweb__CC-MAIN-2024-18__0__199963016
|
en
|
What is the Belk credit card payment login?
Belk rewards credit card is designed to reward customers of Belk for their patronage and loyalty. This credit card is issued by Synchrony Bank and holders can utilise their Belk credit card payment login online account to offset all accrued debt on their credit card.
Belk credit card payment login – Credit Card Application Requirement
Before you can create and use your Belk credit card payment login online account. You need to apply for a Belk credit card. The requirements for this CC include:
- You must be a US citizen,
- At least 18 years of age,
- You must also have an SSN and valid identification.
Application for a Belk credit card is simple and only requires you to fill out an application form. To apply for this CC click here and when on this page, scroll down to where the link – “Apply Now” can be seen. Click on this link then click on another link titled – “Continue to Belk Credit” to fill out the application form.
Belk credit card payment login – Registration and Activation of Credit Card
To register your credit card, you will need to go to the Belk credit card online account here. You then click the widget titled “Create an Account”. Provide your full name, email address user password then click the widget labelled “Create Account”. Once you have created a Belk credit card online account you will be able to proceed to Belk credit card payment login where you can settle your accrued debt with consummate ease. To log in, you will need to provide your both your User ID and secure password that you created during the registration and activation process.
Belk credit card payment login – Discount offer
Whenever you use the Belk credit card to purchase any item at Belk retail stores in the US or online at Belk.com. You will receive a discount offer of 3 per cent on all purchases. With the Belk credit card, you will be able to save money in both the short and long run.
|
economics
|
https://www.walshgroup.com/news/2016/lewisandclarkbridgeeastendcrossingopentotraffic.html
| 2022-10-07T23:02:59 |
s3://commoncrawl/crawl-data/CC-MAIN-2022-40/segments/1664030338280.51/warc/CC-MAIN-20221007210452-20221008000452-00531.warc.gz
| 0.942282 | 1,199 |
CC-MAIN-2022-40
|
webtext-fineweb__CC-MAIN-2022-40__0__96741739
|
en
|
Lewis and Clark Bridge, East End Crossing Open to Traffic
The East End Crossing opened to traffic Sunday, December 18, marking the completion of the Louisville-Southern Indiana Ohio River Bridges project.
Indiana Lt. Governor and Governor-elect Eric Holcomb announced the newly named Lewis and Clark Bridge by executive order of Vice President-elect Governor Mike Pence at a ribbon-cutting ceremony on the Indiana approach of the new bridge.
Following the ribbon cutting, Holcomb and other speakers were loaded into two Ford vehicles built at the nearby Kentucky Truck Plant in East Louisville to ceremonially cross the bridge for the first time. Project officials followed state leaders in Transit Authority of River City buses.
The long-anticipated 8 ½ miles of new roadway connects the eastern edge of suburban Louisville and an area just east of Jeffersonville, Ind. with its centerpiece 2,500-foot cable-stay bridge reaching across the Ohio River.
Holcomb said Indiana’s innovative public-private partnership helped take the East End Crossing from wish to reality.
“After decades of discussion and stalled progress, many people thought we’d never see this moment,” Holcomb said. “Now, communities on both sides of the Ohio River will reap the benefit of improved, safe interstate access.”
Kentucky Governor Matt Bevin applauded today’s accomplishment and the joint effort needed to make it happen.
“This crowning achievement, forty years in the making, just goes to show what we can accomplish when we work together towards a common goal,” Bevin said. “Without our partners, including the state of Indiana, Walsh Construction, WVB East End Partners and an outstanding labor force, among others, the completion of this project would not have been possible. We are grateful for all who came together as an enthusiastic community to improve economic opportunity and improve mobility for everyone travelling through this region.”
Rob Morphonios, WVB East End Partners project director, said the project team attracted hundreds of locals and those from other parts of the country and the world, himself included.
“Everyone brought certain skills or areas of expertise and worked together and look at what they’ve done,” Morphonios said. “The success here shows what can be achieved when you have a lot of different people, with different backgrounds, and different ideas and skills to offer. When they all work together, they can accomplish amazing things.”
Matt Walsh, co-chairman of the Walsh Group, credited the strength of cooperation between the state of Indiana and the construction group.
“The success of this project is the result of a shared vision from state officials, community members, and the hundreds of men and women who have worked so safely and tirelessly over the past three years,” Walsh said. “This project serves as a model for what can be accomplished in the rebuilding of America’s infrastructure.”
More than 3.3 million man-hours on this project were elapsed by Walsh Vinci Construction over the project’s three year construction.
"Southern Indiana and the Louisville area has needed this new bridge for years," said Deputy Federal Highway Administrator David Kim. "By reducing congestion, the East End Crossing and its massive partner downtown will improve traffic safety, reduce traffic congestion and dramatically increase the region’s role in the nation’s freight economy."
The 500 vehicles making up the public caravan followed state and community leaders and the KILROY chapter of the Military Vehicle Preservation Association. These participants signed up online last week to be part of the first to drive the new road. These spots were filled in less than three minutes. Drivers arrived at a closed-off section of the newly completed Indiana 265 to be escorted by police southbound on Indiana 265 toward the Lewis and Clark Bridge.
Participants in the police-escorted caravan received antique silver commemorative medallions with an etching of the new Lewis and Clark Bridge. The medallions act as the second in a “matching set” created for the Ohio River Bridges project. The first of the commemorative set was created for the December 2015 opening of the Lincoln Bridge, a six-lane bridge carrying I-65 northbound traffic across the river from downtown Louisville to Jeffersonville.
About the Project
Substantial completion of the East End Crossing will provide several significant benefits to the Louisville and Southern Indiana area – including convenient access for residents commuting between eastern Jefferson County and Southern Indiana. And for travelers passing through the Louisville area from the north or the south, the East End Crossing will be an alternate – and very accessible – route that bypasses the urban traffic of downtown Louisville.
The Kentucky approach to the new bridge extends Kentucky 841 (the Gene Snyder Freeway) from its previous termination at U.S. 42, adding a new four-lane (two northbound, two southbound) 1.4-mile section. This section includes a pair of 1,700-foot tunnels that carry Kentucky 841 traffic beneath U.S. 42 and the historic Drumanard estate. The Indiana approach, also four lanes, extends Indiana 265 (the Lee Hamilton Highway) four miles to the Ohio River from its previous termination at Indiana 62.
The bridge features two diamond towers rising 300 feet above the river, with 104 stay cables. It also includes a shared-use path over the Ohio River for pedestrians and bicyclists accessed from Old Salem Road in Indiana.
Construction of the East End Crossing commenced in June 2013. The East End Crossing is part of the $2.3 billion Louisville-Southern Indiana Ohio River Bridges Project, which also includes the construction of the Lincoln Bridge. A study commissioned by the Indiana Finance Authority estimated the project will support 15,000 new jobs over the next 30 years and generate an additional $87 billion for the regional economy.
|
economics
|
http://www.my-benovation.com/Site/1452892543/employers.asp?ri=8
| 2019-04-26T00:24:52 |
s3://commoncrawl/crawl-data/CC-MAIN-2019-18/segments/1555578743307.87/warc/CC-MAIN-20190425233736-20190426015736-00221.warc.gz
| 0.94748 | 847 |
CC-MAIN-2019-18
|
webtext-fineweb__CC-MAIN-2019-18__0__22685543
|
en
|
To access your FSA and Basic HRA plans Click Here
Make a Plan
It’s no secret that providing healthcare to employees & their families is an expensive proposition. For most businesses, healthcare expenses rank at or near the top of corporate expense statements. Employers and employees are paying more for healthcare, and often feel that they are getting less. Businesses without a long term strategic plan for how to deliver efficient, high quality, and cost effective healthcare to their workforce will continue to fight a steep, uphill battle to control expenses and may ultimately find themselves at a competitive disadvantage.
Our goal is to help our clients develop a Plan to maximize the value of the healthcare they are providing to their workforce. Those Plans must:
1) Reflect and support the organizations’ culture;
2) reduce the risks faced by the Plan; and
3) control costs.
We help our clients chart a course, and subsequently help them track their progress. Most importantly, we help them design and deliver the benefits THEY want to offer, with coverage THEIR employees find beneficial.
For a list of services, click here
Wellness as a Strategy
Traditional healthcare Plans focus on treating people once they’ve become sick. Very important, certainly – but it’s also very expensive. It’s like never changing the oil in your brand new car and hoping nothing goes wrong – and paying to replace the engine when it does. Simple (and comparatively inexpensive) preventive maintenance can keep the lid on costs – just like keeping your employees healthy can result in reduced healthcare Plan costs.
Hypertension, Diabetes, High Cholesterol, Smoking, alcohol & other substance abuse, obesity – all contribute to inflated healthcare costs. Nearly all are preventable. The Wellness Councils of America estimate that preventable illness comprise approximately 70% of our nation’s healthcare spending. That’s $70 out of each $100 that your Plan could avoid spending. We call that opportunity.
Our clients have access to best in class, customized wellness programs at preferred rates. We help them develop a program designed to improve the overall health of their company leading to reduced absences, increased productivity, and lower workers compensation and healthcare costs. Our plans are designed to get everyone involved – participation rates are typically in excess of 75%. Our programs are web-based, mobile optimized, engaging, rewarding – and most of all, fun. Research indicates that well executed wellness programs can reduce healthcare cost trends by up to 10% - That’s a trend worthy of investment.
You can’t improve what you don’t measure. Employers need easy access to useable information. For too long Plan administrators have been asked to make critical decisions about their healthcare offering with little or no information about how their employees actually use the benefits being offered. Decision makers are forced to accept massive premium increases without explanation. We’ve made it our mission to change the game: We’re putting the power of information in the right hands. With a simple point and click, our clients and their broker partners can view Plan performance, track administrative expenses, verify fixed costs, identify which benefits your employees value – and what emerging trends need to be addressed.
Quality Care, at the Right Place, from the Right Provider. We work with companies to engage their workforce. Employees must believe that they hold the future of their healthcare (premium) costs in their hands. Our mission is to help our clients implement programs that encourage employees to become smarter consumers of healthcare. We offer best in class transparency solutions for prescription, medical, and dental benefits that put real savings opportunities in the hands of employees and their families via text message or email. We use Plan design to encourage employees to use preferred services or vendors for dialysis and ancillary care. We’ve partnered with Teladoc® to provide 24/7 access to Board Certified physicians – reducing the need for Plan participants to sit in Emergency Room waiting rooms (or miss work to wait in their Doctor’s office). It’s about education and helping people get to the right place, for the right care, at the right cost.
|
economics
|
https://staydryfl.com/what-you-need-to-know-about-your-roof-and-home-value/
| 2024-02-23T01:19:59 |
s3://commoncrawl/crawl-data/CC-MAIN-2024-10/segments/1707947473871.23/warc/CC-MAIN-20240222225655-20240223015655-00507.warc.gz
| 0.965426 | 808 |
CC-MAIN-2024-10
|
webtext-fineweb__CC-MAIN-2024-10__0__19457938
|
en
|
Does a roof impact the value of your home?
Yes! Having a quality roof significantly increases the value of your home. When buyers see that a home has a brand new roof, they know they can rest easy for the next twenty or more years. And while you don’t need to always put a new roof on your home, ensuring that your roof is well maintained and repaired will also give you a great return on investment. One of the biggest things that turns home buyers away from a potential property is knowing they have extensive roof repair or replacement costs coming their way. So if you’re looking to sell your home quickly and for top dollar in Tampa, FL, roof repair or replacement is one of the first steps you should take.
Up to 60% return on investment
Your roof, whether you repair or replace it, gives most homeowners a great return on investment versus most other home improvements. Replacing your roof can give you up to 68% return on investment! This means that the cost you put in when replacing the roof is mostly returned in the sale of the home—even if it’s a few years after the roof was installed! The same is true if you invest in just roof repair to get your roof in an ideal condition. While many homeowners are afraid to put on a new roof if they just know they are going to sell soon, you can rest at ease knowing that the majority of your cost can be returned on the sale.
Choosing the best material for your roof
When it comes to replacing or repairing your roof, choosing the right material can both increase value and still be cost effective. At Stay Dry Roofing, we are proud to offer homeowners GAF shingles, which not only provide superior protection, but also give incredible warranties. As GAF Master Elite Contractors, we are one of the few contractors in the nation that have the proper training, insurance, and commitment to excellence that qualifies us to offer this solution.
But if having a great roofing system and warranty is not something that concerns you for a sale, many home buyers find metal roofs to be most desireable. Metal roofs often look attractive, are durable enough to last for many years, and sturdy enough that things like solar panels are easy to attach. This gives new home buyers peace of mind and flexibility on their future improvements. However, a metal roof is a significant cost investment towards you, the homeowner. Many times it is better to put on a GAF shingle roof if you are planning to sell the home soon.
When is roof repair the best option?
For most homeowners looking to sell their house, simply repairing their roof can be all that is necessary to help sell the house. While nothing looks better on a listing than “new roof,” investing in that can often cut into your future sales profit (even if you do get over 60% return on investment). Simply repairing cracked roof tiles, missing shingles, or a sagging roof can significantly improve the sale of your home. A good looking roof can also make your home sell faster too! Your roof offers great curb appeal, so making sure it looks its best will help home buyers get a good feeling about your home.
Choose stay dry roofing for your roofing needs
Stay Dry Roofing is the leading roofing expert in Tampa, FL for both roof repair and replacement. Our team has been serving the Tampa Bay area for over 30 years, and our family owned and operated business is well-known for its friendly attitude and honest estimates. Our team is also proud to be one of the top 2% of all roofing contractors that are considered a GAF Master Elite Contractor, thanks to our dedication to excellence, licensing and insurance, as well as training for our teams. If you are interested in selling your home but need to consult with a roofing expert first, our team at Stay Dry Roofing would be happy to assist you! GIve us a call today!
|
economics
|
https://www.glowinthedarksoftware.com/StoreInfo.php
| 2017-12-16T16:26:25 |
s3://commoncrawl/crawl-data/CC-MAIN-2017-51/segments/1512948588294.67/warc/CC-MAIN-20171216162441-20171216184441-00530.warc.gz
| 0.940819 | 805 |
CC-MAIN-2017-51
|
webtext-fineweb__CC-MAIN-2017-51__0__71342089
|
en
|
All prices displayed on the website are in US dollars (USD) unless otherwise stated.
The prices for goods and services and shipping charges are subject to change without notice. Shipping and Handling charges may or may not equal the actual shipping cost paid by Glow in the Dark Software, LLC. Shipping charges are not included in the display prices for goods and services, but are included during the checkout process.
Purchases totaling 35 USD or more, exclusive of shipping and handling, are eligible for free standard shipping.
For products that require shipping, Glow in the Dark Software, LLC will ship your order to anywhere in the United States. Glow in the Dark Software, LLC does not ship outside the United States. Orders to Alaska and Hawaii make take longer than quoted elsewhere.
Most products are shipped with USPS via regular ground, Priority Mail or Media Mail. Tracking information may or may not be provided. Orders with shipping addresses in close proximity to Glow in the Dark Software, LLC may be delivered directly by an employee of Glow in the Dark Software, LLC.
You are responsible for entering the correct shipping address. Glow in the Dark Software, LLC is not responsible for goods shipped to an incorrect or invalid address that is provided by the customer.
Handling time is usually less than one business day, but this is not guaranteed.
All shipping and handling times are approximate and can be affected by a variety of occurrences including but not limited to:
You may, for a period of 30 days after purchase, return physical media for a replacement or refund. Returned items may be subject to a restock fee. Restock fees are subject to change without notice. A valid order confirmation number dated less than 30 days old is required to obtain a refund or replacement.
Purchases of downloadable products are non-returnable and non-refundable.
Please contact Glow in the Dark Software via our support page to arrange for a refund or replacement.
Glow in the Dark Software, LLC is based in the State of Georgia. As such, all Georgia customers are subject to state and local sales tax. Georgia additionally requires sales tax to be collected on shipping. We are sorry for the inconvenience.
You may still owe sales tax, even if it is not collected from you. You are responsible for paying uncollected sales tax. Contact your local sales tax authority for more information.
Sales Tax is not included in the display prices for goods and services, but are included, if applicable, during the checkout process.
If you are a tax exempt customer, please call us TOLL-FREE at 1-866-838-3251 to place your order. Please have your tax exemption information with you when you call.
You may only provide us with credit card information that you are authorized to use. By providing payment information you certify to us that you are authorized to use the information and that all credit card information you provide is accurate and up to date.
All payment processing is provided by PayPal Inc. Your use of the websites e-commerce features is additionally subject to PayPal Incs Terms of Service.
Glow in the Dark Software is not responsible for internet connection fees incurred from using the website or any goods or services provided through the website, including but not limited to fees from: Internet Service Providers, cellular data providers, and telephone providers.
Glow in the Dark Software protects your credit card and personal information with an SSL certificate validated by Comodo CA Limited. Additionally Cashie Commerce the provider of our shopping cart software and PayPal also use SSL to encrypt all transaction data.
All software programs sold by Glow in the Dark Software are subject to licensing terms. The license agreement for a particular program is presented to you (the end-user) during installation. By installing the program you are agreeing to the terms and conditions presented to you during installation. Additionally, software programs may require a security key to be entered during installation. This key is provided after the program is purchased.
|
economics
|
http://en.arenda-a.com/
| 2017-10-20T19:43:14 |
s3://commoncrawl/crawl-data/CC-MAIN-2017-43/segments/1508187824325.29/warc/CC-MAIN-20171020192317-20171020212317-00717.warc.gz
| 0.960275 | 230 |
CC-MAIN-2017-43
|
webtext-fineweb__CC-MAIN-2017-43__0__232146666
|
en
|
“Arenda Avto” company offers a wide variety of cars for rent: luxury, minivan, economy, family size cars for rent. Our company provides excellent chauffeur service for car rental services in Moscow, Russia. Our car rental gives you quality and comfort unmatched by any other. Whether on holiday or business we can provide short term or long term car rental to suit you.
"Arenda Avto" company operates a large rental fleet in Moscow, Russia, and as such, we are able to meet virtually any vehicle requirement you might have. We will provide you with the newest and most upgraded fleet of cars, from economy vehicles to full-sized sedans, luxury cars (such as BMW and Maybach). We are specialists in providing long term car rental solutions to both business and private users for negotiable rates. Whatever car is needed, "AA" is the one company who can consistently deliver.
Our company is a member of the Association of car rental companies. We have teamed up to create a civilized market of transport services in Russia. Together, we are ready to protect consumers from unscrupulous businessmen.
|
economics
|
http://soundfirsthomebuyers.com/
| 2019-05-22T22:00:26 |
s3://commoncrawl/crawl-data/CC-MAIN-2019-22/segments/1558232256958.53/warc/CC-MAIN-20190522203319-20190522225319-00235.warc.gz
| 0.944169 | 683 |
CC-MAIN-2019-22
|
webtext-fineweb__CC-MAIN-2019-22__0__145340727
|
en
|
Trust Sound First Property Investments
Firstly, we know property investing:
We have a diverse list of properties available for potential investors and are always finding new inventory.
Secondly, we accompany you:
If you would like to visit one of our properties, we will accompany you and provide on site-expertise.
Thirdly, we close the deal:
We are focused, dedicated, and will do what needs to be done in order to get the deal closed for both property investors or sellers.
Sell Your Distressed Property To Us!
Do you own an ugly house and want to get rid of it? Sound First Property Investments will buy your distressed property. Come to us to sell your distressed property quickly.
We can buy all kinds of distressed properties, including:
- Single family
- Vacant homes
- Rental properties
Our goal is to beautify the communities we serve by helping property owners get out of challenging real estate situations by buying their distressed property.
Most of the ugly houses we buy are then transformed into great investments. The knowledge and experience of our team enables us to uniquely reposition distressed property in the market. So, basically we specialize in taking an ugly house that no one wants and turning it into a beautiful house that everyone wants.
We Will Buy Your Ugly House!
We pride ourselves on helping property owners get rid of ugly houses fast. We have extensive experience in buying distressed properties. No matter the condition of your property, we will buy it. No repairs, upgrades or renovations are required. No need to arrange an open house.
There are many benefits to choosing us to sell your ugly house, including:
- The ability to close quickly
- The opportunity to sell your house as it is
- Getting a fair purchase price
So, if you are looking to sell a distressed property, we would happy to discuss your needs.
We Offer Fixer Upper Homes For Investors
We have fixer upper homes for investors who are looking to expand their real estate investment portfolios for maximum returns. Fixer upper homes can actually bring great benefits aside from lower asking prices.
Fixer upper homes can be found in all shapes and sizes. Investors get an opportunity to renovate on their own terms rather than paying extensively for a perfect or newer home and then getting their own custom renovations made later.
If you are looking for investment properties that you can fix and rent out or resell, we have got you covered. When it comes to buying fixer upper homes, we can help you find out where to get the best bang for your buck. We work with your best interests at heart. Our entire team is committed to carefully listening to your needs and helping you achieve your real estate goals.
More reasons to choose us include our:
- Friendly, knowledgeable staff
- Honest recommendations
- Great customer service
Looking for a fixer upper home? Let us help! Feel free to call Sound First Property Investments at (253) 273-7443 to discuss your needs. We cannot wait to speak to you!
Have you inherited a property and are looking to sell? Are you looking to convert your distressed property into cash?
We are experts
in locating great properties that are fantastic investment opportunities!
Whether you are looking to sell a home or invest in one, Sound First Property Investments has you covered!
|
economics
|
http://www.pinnacleag.com/our-brands/agventure-pinnacle/
| 2018-03-25T05:20:00 |
s3://commoncrawl/crawl-data/CC-MAIN-2018-13/segments/1521257651820.82/warc/CC-MAIN-20180325044627-20180325064627-00435.warc.gz
| 0.939144 | 432 |
CC-MAIN-2018-13
|
webtext-fineweb__CC-MAIN-2018-13__0__18083446
|
en
|
We are a premier provider of AgVenture® top quality seed, as well as unmatched fertilizer and crop protection chemical products. We couple these product offerings with professional, season-long support that helps customers increase yields, lower cost per bushel, and improve profitability.
In addition to a successful crop protection and fertilizer history, Pinnacle is backed by more than six decades of successful seed testing, production, sales, and management. Likewise, AgVenture is a long-standing, nationally recognized seed company with a localized focus. We are now aligned as AgVenture Pinnacle, combining knowledge, talent, and expertise to ensure that your farm reaches maximum profits and that you have the products and tools to make it happen.
AgVenture Pinnacle’s focus is on your farm and getting the most production and profit out of every acre planted. We don’t believe in selling you a bag of seed, a load of fertilizer, or a case of chemical and then waiting until next season to contact you again. We stick around. We provide you with the tools you need to get the most out of your crop, and we’re relentlessly dedicated to making sure your farm is achieving maximum profit. We wouldn’t have it any other way.
AgVenture Pinnacle takes a dedicated approach through committed relationships with our farmers to help you achieve higher yield goals and sustained, long-term profitability. What works for the farm down the road may not work for you. That’s why we help you choose the appropriate crop input products for each acre to maximize your profits. Our AgVenture® Yield Specialists and agronomists work with you before planting and beyond harvest to ensure that you achieve the most return on your investment.
As our partner, you will have access to elite genetics, the latest technology, and the highest performing seed lines from AgVenture, not to mention the finest quality fertilizer and crop protection chemical products and adjuvants. And like you, we are farmers, so we’re not afraid of getting our hands dirty and working hard to help you exceed your goals.
|
economics
|
http://shaterpour.com/
| 2020-04-02T14:37:44 |
s3://commoncrawl/crawl-data/CC-MAIN-2020-16/segments/1585370506988.10/warc/CC-MAIN-20200402143006-20200402173006-00218.warc.gz
| 0.92785 | 392 |
CC-MAIN-2020-16
|
webtext-fineweb__CC-MAIN-2020-16__0__74785051
|
en
|
Get In Touch
- email: [email protected]
- phone number: +982155622933
- cell phone: +989121005294
- address: Add : no :21 . Building bazaar farsh iran . Khayyam st . Tehran . Iran
Hand-knotted Persian carpet has been in the spotlight recently due to its significant role in entrepreneurship, earning revenue for the country, Iran, and the presentation of the art, taste and elegance of our weavers to the world.
So the key secret of perdurability of carpet weaving in Iran during recent centuries is that our professional weavers mix elegance and proficiency create a precious carpet and they also mix the warp and woof of their lives with what they are weaving to create a masterpiece and to display the Iranian`s art.
Therefore, it is appreciating to strive to revive the classic and traditional carpet patterns in the province and the country , with the hope of researches to be done on the recognition of value and worthiness, the preservation of artistic values, and the clarification of vast economic and social dimensions of Persian carpet in order to help the carpet artists and people in charge keep the values of hand-woven Persian carpet with noble Persian designs and patterns and also struggle with difficulties of production and export of carpet.
We are hopeful that this effort results in the improvement of the quality of handmade Persian carpet.
Shatter pour Carpet Company has the forty-year experience of production and export of hand-knotted carpet, and is located at Grand Bazzar, Tehran. The company exports different classifications of carpet including: Sanandaj, Tabriz, Qom, Isfahan, Kashan, etc to the United States of America, Germany, China and some other countries. Currently, the product of the company is Sanandaj carpet known as Kurdish Senneh rug with best quality.
|
economics
|
http://www.macc.co.jp/about_us/message_from_managing_partner.html
| 2020-04-02T04:06:53 |
s3://commoncrawl/crawl-data/CC-MAIN-2020-16/segments/1585370506580.20/warc/CC-MAIN-20200402014600-20200402044600-00023.warc.gz
| 0.970359 | 222 |
CC-MAIN-2020-16
|
webtext-fineweb__CC-MAIN-2020-16__0__30917204
|
en
|
MACC was founded in 1984 by a group of Western and Japanese business executives then employed in senior positions within American and European corporations in Japan, and Japanese companies in the West. In addition to many years spent in Japan, MACC's directors and consultants have lived and worked in countries which include the USA, the UK, Germany, France, Canada, Australia and China. They have had successful careers in, and extensive experiences of, businesses as diverse as: Japanese & non-Japanese language training and cultural education, financial services, marketing, human resources, energy, plant & machinery, rolling stock, construction & civil engineering, consumer durables, pharmaceuticals, consumer goods, logistics, etc.
More than 1,000 corporate clients in over 50 industries and from over 30 countries, including those listed in Fortune 500 or Forbes 2000, have enjoyed our professional services over the past 30+ years.
All this has been made possible with our most valuable assets: qualified and dedicated training and administrative staff.
MACC operates for the financial/operational benefits of our clients in pursuit of everlasting happiness of our people.
|
economics
|
http://www.auriclemedia.com/
| 2014-08-22T15:42:16 |
s3://commoncrawl/crawl-data/CC-MAIN-2014-35/segments/1408500824209.82/warc/CC-MAIN-20140820021344-00361-ip-10-180-136-8.ec2.internal.warc.gz
| 0.919778 | 227 |
CC-MAIN-2014-35
|
webtext-fineweb__CC-MAIN-2014-35__0__214016175
|
en
|
What is COO?
Communities of Opportunity (COO) is a new system launched by the city of San Francisco, residents of the southeast corner of the city, and philanthropic organizations to fundamentally change the way these three groups work together to transform a neighborhood.
COO is about radical ideas to leverage long standing systems of social services and bring in new proven or promising practices to revitalize four corners of the city that have been long neglected. Leveraging over $1 billion in economic catalysts, COO will help change the community in a way that helps residents.
COO is a covenant for the city and nonprofits to be accountable for outcomes, and for the residents to be accountable for participating and holding the city to its promises.
Warning: COO is not your typical initiative, it is about real life and its interconnected pathways for change that can only be understood in relation to each other. Come explore how change starts here.
|© 2008 Communites of Opportunity, One South Van Ness, San Francisco CA 94103. (415) 701-5554. Last updated 7/1/08.|
|
economics
|
http://www.swishappeal.com/2012/9/13/3327746/the-best-team-youve-never-seen
| 2013-06-19T04:14:58 |
s3://commoncrawl/crawl-data/CC-MAIN-2013-20/segments/1368707187122/warc/CC-MAIN-20130516122627-00007-ip-10-60-113-184.ec2.internal.warc.gz
| 0.986573 | 193 |
CC-MAIN-2013-20
|
webtext-fineweb__CC-MAIN-2013-20__0__55848041
|
en
|
When Loeffler and Brock decided to join Betty as owners, the Dream were every bit as big a gamble. In three years, they had never turned a profit. Overall attendance, despite the team’s success, had declined by 25 percent. But when she looked closer and set aside comp tickets, Loeffler saw that ticket sales were actually increasing. Even when the team lowered ticket prices for the 2011 season, revenues continued to grow as total attendance ticked up for the first time in the Dream’s history. And national TV viewership on ESPN2 was also trending up, with the WNBA five years into an eight-year deal with ABC, ESPN, and ESPN2—the first-ever agreement that paid rights fees to the teams in a U.S. women’s professional sports league rather than requiring the teams to pay for coverage. A very good article on the state of the Atlanta Dream. Worth a read.
|
economics
|
https://parachutebonus.com/what-is-rtp/
| 2019-03-25T11:42:47 |
s3://commoncrawl/crawl-data/CC-MAIN-2019-13/segments/1552912203947.59/warc/CC-MAIN-20190325112917-20190325134917-00345.warc.gz
| 0.978665 | 224 |
CC-MAIN-2019-13
|
webtext-fineweb__CC-MAIN-2019-13__0__89351272
|
en
|
RTP (Return to Player)
Return to Player is abbreviated as RTP. This is shown in the form of a percentage and shows how much a certain slot or game pays out over a long period of time. This percentage shows a player how much of an edge a casino has over the player. Typically most slot machines will have a RTP between 94% and 99%.
RTP is calculated by the following formula:
RTP = (Total paid to players) / (Total spent by players)
So in theory if a slot game has a RTP of 95% and the players spent a total of £1,000. This slot machine will pay out £950. Leaving the casino with £50 profit. It’s important to note that RTP is based on every player playing the same slot, and is calculated over thousands of spins and a long period of time.
This percentage does not indicate that a player will get 95% back from every session of the game. And sometimes a player will win over the RTP, meaning that they have profited from the game.
|
economics
|
https://vwclub.org/2021/01/cyberseat/vwoa-reports-2020-sales-vw-ends-e-golf-production/
| 2023-09-23T17:39:15 |
s3://commoncrawl/crawl-data/CC-MAIN-2023-40/segments/1695233506528.19/warc/CC-MAIN-20230923162848-20230923192848-00261.warc.gz
| 0.969314 | 254 |
CC-MAIN-2023-40
|
webtext-fineweb__CC-MAIN-2023-40__0__111475282
|
en
|
VW closed 2020 with a modest sales surge—beating overall industry trends likely due to demand for its SUVs. VW of America says its 2020 U.S. sales were 325,784 (-10%). While full-year sales were off, VW reports an uptick in deliveries during the fourth quarter and December. The respective numbers are 94,330 (+11%) and 38,422 (+38%)—the best Q4 since 2014; the best December since 2012.
VW’s top selling 2020 models were SUVs: Tiguan (100,687) and Atlas family (87,362). Jetta sedan sales were 82,662.
e-Golf Production Ends
Dec. 24, 2020: The e-Golf’s chapter as VW’s first major move into battery electric vehicles ended last month. The final one built rolled off the assembly line just before Christmas. Since 2014, VW built 145,561 of them at its Dresden factory. The e-Golf, despite its modest range, proved an EV favorite in Europe.
Canceling the e-Golf is a gift of sorts. It lets VW retool the Dresden facility to build its MEB long-range BEVs such as the ID.3
|
economics
|
Subsets and Splits
No community queries yet
The top public SQL queries from the community will appear here once available.