text:
Vonovia SE
VNA DE000A1ML7J1
(VNA)
01/18 VONOVIA SE : Annual General Meeting to take place online on 29 April 2022
01/17 EMEA MORNING BRIEFING : China Easing to Spark Early European Gains
01/14 VONOVIA : RBC reaffirms its Neutral rating
Vonovia SE resolves on c. EUR 8 billion fully underwritten capital increase with subscription rights to finance the business combination with Deutsche Wohnen SE
DGAP-Ad-hoc: Vonovia SE / Key word(s): Capital Increase
21-Nov-2021 / 18:52 CET/CEST
Disclosure of an inside information acc. to Article 17 MAR of the Regulation (EU) No 596/2014, transmitted by DGAP - a service of EQS Group AG.
NOT FOR RELEASE, PUBLICATION OR DISTRIBUTION (IN WHOLE OR IN PART) IN OR INTO THE USA, AUSTRALIA, CANADA, JAPAN OR OTHER COUNTRIES WHERE SUCH A PUBLICATION COULD BE UNLAWFUL. PLEASE SEE THE IMPORTANT INFORMATION AT THE END OF THIS NOTIFICATION.
AD HOC NOTIFICATION PURSUANT TO ARTICLE 17 OF THE MARKET ABUSE REGULATION
Bochum, 21 November 2021
Today, the management board of Vonovia SE ("Vonovia" or the "Company"), with the consent of the supervisory board, has resolved to launch a fully underwritten capital increase against contribution in cash with subscription rights for existing shareholders of Vonovia. For this purpose, the share capital of Vonovia shall, under partial utilisation of Vonovia's authorised capital 2021, be increased from EUR 575,257,327.00 by EUR 201,340,062.00 to EUR 776,597,389.00 through the issuance of 201,340,062 new registered (no-par-value) shares with a notional value of EUR 1.00 and full dividend rights from 1 January 2021.
The new shares shall be offered to the shareholders of the Company by way of an indirect subscription right at a ratio of 20:7 (that is 20 existing shares of the Company entitle their holder to subscribe for 7 new shares) and a subscription price of EUR 40.00, corresponding to a discount of 22.5% to the TERP (theoretical ex-rights price). On that basis, Vonovia expects to generate gross proceeds of c. EUR 8 billion and intends to use net proceeds to partially repay amounts under the syndicated loan facilities agreement for the acquisition of Deutsche Wohnen SE.
Subject to approval of the prospectus by the German Federal Financial Supervisory Authority (Bundesanstalt für Finanzdienstleistungsaufsicht) and the publication of the approved prospectus, the subscription period is expected to begin on 24 November 2021 and is scheduled to end on 7 December 2021 (both dates inclusive). Immediately following the expiration of the subscription period, unsubscribed shares shall be sold on the market or placed through a private placement at a price at least equal to the subscription price.
Subject to approval and publication of the prospectus, the subscription rights (ISIN DE000A3MQB30 / WKN A3MQB3) to the new shares shall be traded during the period from 24 November 2021 up to and including 2 December 2021 (until approximately noon CET) on the regulated market (Xetra and Xetra Frankfurt Specialist) of the Frankfurt Stock Exchange (Frankfurter Wertpapierbörse).
The offer is based on an underwriting agreement signed today between Vonovia and a syndicate of 14 banks, which provides for a firm commitment to acquire all new shares at the subscription price. In addition, certain funds managed by APG Asset Management N.V. ("APG") and Norges Bank, the Central Bank of Norway ("Norges Bank") have irrevocably undertaken to exercise in full the subscription rights to which they are each entitled in accordance with the capital increase. To date, APG holds approximately 4.0% of the Company's share capital and Norges Bank holds approximately 11.1% of the Company's share capital.
It is expected that the implementation of the capital increase will be registered by 3 December 2021 with the commercial register of the Local Court (Amtsgericht) of Bochum and that the announcement of the admission of the new shares to trading on the regulated market of the Frankfurt Stock Exchange (Frankfurter Wertpapierbörse), with simultaneous admission to the sub-segment of the regulated market with further post-admission obligations (Prime Standard), as well as to trading on the regulated market of the Luxembourg Stock Exchange (Bourse de Luxembourg) will be made on 9 December 2021. Closing of the rights issue is expected to occur on or about 13 December 2021.
Rene Hoffmann
Head of Investor Relations
t: +49 (0)234/314-1629
rene.hoffmann@vonovia.de
This communication constitutes neither an offer to sell nor a solicitation to buy securities. Any public offer in Germany and Luxembourg will be made solely by means of, and on the basis of, a securities prospectus which is yet to be published. An investment decision regarding the publicly offered securities of Vonovia SE should only be made on the basis of the securities prospectus. The securities prospectus will be published promptly upon approval by the German Federal Financial Supervisory Authority (Bundesanstalt für Finanzdienstleistungsaufsicht) and will be available free of charge on the website of Vonovia.
This communication may not be published, distributed or transmitted in the United States, Canada, Australia or Japan. This communication does not constitute an offer of securities for sale or a solicitation of an offer to purchase securities of Vonovia SE in the United States, Australia, Canada, Japan or any other jurisdiction in which such offer or solicitation is unlawful.
The securities of Vonovia SE may not be offered or sold in the United States absent registration or an exemption from registration under the U.S. Securities Act of 1933, as amended (the "Securities Act"). There will be no public offering of the securities in the United States. The securities of Vonovia SE have not been, and will not be, registered under the Securities Act or with any securities regulatory authority of any state or any other jurisdiction of the United States, and may not be offered or sold directly or indirectly in or into the United States except pursuant to an exemption from, or in a transaction not subject to, the registration requirements of the Securities Act and in compliance with the securities laws of any state or any other jurisdiction of the United States. The securities referred to herein have not been approved, disapproved or recommended by the U.S. Securities and Exchange Commission, any state securities commission in the United States or any other U.S. regulatory authority, or have any of the foregoing authorities passed upon or endorsed the merits of the offering of the securities referred to herein.
The securities referred to herein may not be offered or sold in Australia, Canada or Japan or to, or for the account or benefit of, any national, resident or citizen of Australia, Canada or Japan subject to certain exceptions.
In the United Kingdom, this communication is only being distributed to and is only directed at persons who are "qualified investors" within the meaning of Article 2 of Regulation (EU) 2017/1129 as it forms part of domestic law by virtue of the European Union (Withdrawal) Act 2018, and who are also (i) investment professionals falling within Article 19(5) of the Financial Services and Markets Act 2000 (Financial Promotion) Order 2005, as amended (the "Order"), or (ii) are persons falling within Article 49(2)(a) to (d) of the Order (high net worth companies, unincorporated associations, etc.) (all such persons together being referred to as "Relevant Persons"). This document is directed only at Relevant Persons and must not be acted on or relied on by persons who are not Relevant Persons. Any investment or investment activity to which this document relates is available only to Relevant Persons and will be engaged in only with Relevant Persons.
If any announcements in this document contain forward-looking statements, such statements do not represent facts and are characterized by the words "expect", "believe", "estimate", "intend", "aim", "assume" or similar expressions. Such statements express the intentions, opinions or current expectations and assumptions of Vonovia SE. Such forward-looking statements are based on current plans, estimates and forecasts which Vonovia SE has made to the best of its knowledge, but which do not claim to be correct in the future (in particular where such forward looking information is in relation to matters outside the control of Vonovia SE). Forward-looking statements are subject to risks and uncertainties that are difficult to predict and usually cannot be influenced by Vonovia SE. It should be kept in mind that the actual events or consequences may differ materially from those contained in or expressed by such forward-looking statements. It is possible that Vonovia SE will change its intentions and assumptions reflected in the documents and announcements or in the yet to be published offer document after the publication of these documents, announcements or the offer document. Moreover, it should be noted that all forward looking statements only speak as of the date of this release and that neither Vonovia SE nor the joint bookrunners (the "Joint Bookrunners") assume any obligation, except as required by law, to update any forward looking statement or to conform any such statement to actual events or developments.
Each of Vonovia SE and the Joint Bookrunners and their respective affiliates expressly disclaims any obligation or undertaking to update, review or revise any forward-looking statement contained in this release, whether as a result of new information, future developments or otherwise.
Each of the Joint Bookrunners is acting exclusively for Vonovia SE and no-one else in connection with the potential capital increase. They will not regard any other person as their respective clients in relation to the potential capital increase and will not be responsible to anyone other than Vonovia SE for providing the protections afforded to their respective clients, nor for providing advice in relation to the potential capital increase, the contents of this announcement or any transaction, arrangement or other matter referred to herein.
In connection with the sale of the shares, the Joint Bookrunners and any of their affiliates may take up a portion of the securities in the offering as a principal position and in that capacity may retain, purchase, sell, offer to sell for their own accounts such shares and other securities of Vonovia SE or related investments in connection with the sale or otherwise. Accordingly, references in this announcement to the shares being sold, offered, subscribed, acquired, placed or otherwise dealt in should be read as including any issue or offer to, or subscription, acquisition, placing or dealing by, any of the Joint Bookrunners and any of their affiliates acting in such capacity. In addition, any of the Joint Bookrunners and any of their affiliates may enter into financing arrangements (including swaps or contracts for differences) with investors in connection with which the Joint Bookrunners and any of their affiliates may from time to time acquire, hold or dispose of securities of Vonovia SE. The Joint Bookrunners do not intend to disclose the extent of any such investment or transactions otherwise than in accordance with any legal or regulatory obligations to do so.
None of the Joint Bookrunners or any of their respective directors, officers, employees, advisers or agents accepts any responsibility or liability whatsoever for or makes any representation or warranty, express or implied, as to the truth, accuracy or completeness of the information in this announcement (or whether any information has been omitted from the announcement) or any other information relating to Vonovia SE, its subsidiaries or associated companies, whether written, oral or in a visual or electronic form, and howsoever transmitted or made available or for any loss howsoever arising from any use of this announcement or its contents or otherwise arising in connection therewith.
This announcement also contains certain financial measures that are not recognized under International Financial Reporting Standards ("IFRS"). These non-IFRS measures are presented because Vonovia SE believes that they and similar measures are widely used in the markets in which it operates as a means of evaluating Vonovia SE's operating performance and financing structure. They may not be comparable to other similarly titled measures of other companies and are not measurements under IFRS or other generally accepted accounting principles.
This announcement does not purport to contain all information required to evaluate Vonovia SE and/or its respective financial position. Financial information (including percentages) has been rounded according to established commercial standards. Certain market data about Vonovia SE included in this announcement is sourced from third party sources. Third party industry publications, studies and surveys generally state that the data contained therein have been obtained from sources believed to be reliable, but that there is no guarantee of the fairness, quality, accuracy, relevance, completeness or sufficiency of such data. Such research and estimates, and their underlying methodology and assumptions, have not been verified by any independent source for accuracy or completeness and are subject to change without notice. Accordingly, Vonovia SE expressly disclaims any responsibility for, or liability in respect of, such information and undue reliance should not be placed on such data.
21-Nov-2021 CET/CEST The DGAP Distribution Services include Regulatory Announcements, Financial/Corporate News and Press Releases.
Company: Vonovia SE
E-mail: investorrelations@vonovia.de
Internet: www.vonovia.de
ISIN: DE000A1ML7J1
WKN: A1ML7J
Indices: DAX
Listed: Regulated Market in Frankfurt (Prime Standard); Regulated Unofficial Market in Berlin, Dusseldorf, Hamburg, Hanover, Munich, Stuttgart, Tradegate Exchange
End of Announcement DGAP News Service
1250807 21-Nov-2021 CET/CEST
© EQS 2021
All news about VONOVIA SE
01/13 EMEA MORNING BRIEFING : Stocks Seen Stuck as Bullard Sees Four Rate Rises This Year
01/12 EMEA MORNING BRIEFING : Europe to Track U.S. Higher as Powell Soothes Nerves
01/05 VONOVIA : Gets a Buy rating from Kepler Cheuvreux
01/03 Deutsche Wohnen Appoints New Co-Chief Executives
01/02 Deutsche Wohnen Hires Co-CEOs, Supervisory Board Chairwoman
2021 VONOVIA : Barclays keeps its Buy rating
2021 S&P Boosts Deutsche Wohnen's Outlook to Positive
Analyst Recommendations on VONOVIA SE
Net income 2021 4 889 M 5 538 M 5 538 M
Net Debt 2021 46 473 M 52 639 M 52 639 M
Capitalization 36 982 M 41 905 M 41 889 M
Free-Float 100,0%
Chart VONOVIA SE
Technical analysis trends VONOVIA SE
Last Close Price 47,62 €
Average target price 63,06 €
Rolf Buch Chairman-Management Board & CEO
Philip Grosse Chief Financial Officer
Jürgen Fitschen Chairman-Supervisory Board
Marcel Kleifeld Head-Human Resources & Technical Services
Klaus Rauscher Independent Member-Supervisory Board
VONOVIA SE -1.81% 42 480
CHINA VANKE CO., LTD. 9.26% 36 769
DEUTSCHE WOHNEN SE -3.70% 16 378
VINGROUP JOINT STOCK COMPANY 0.84% 15 780
VINHOMES JOINT STOCK COMPANY -6.10% 15 138
LEG IMMOBILIEN SE -6.07% 9 520


text:
Q: Trying to get property of non-object and undefined index erroe I just migrated a site based on custom CMS to new server. After migrating I am getting notices and warnings all over the admin area where content can be edited.
Notice: Trying to get property of non-object in database.php on line 69
Notice: Undefined index: in database.php on line 69

Following are the functions which are being used in the process:
function dbQuerySafener($query,$params=false) {
    $link= db_connect();
    if ($params) {
       foreach ($params as &$v) {
          $v = mysqli_real_escape_string($link,$v);
       }

       $sql_query = vsprintf( str_replace("?","'%s'",$query), $params );
    } else {
    $sql_query = $query;
 }
 return $sql_query;
}

// query returning ARRAY (many rows)
 function dbArray($query,$params=false) {
   $link= db_connect();
   $table_result=array();
   $r=0;
   $sql = dbQuerySafener($query, $params);
   $result = mysqli_query($link,$sql) or die(mysqli_error($link)."

".$sql);
   while($row = mysqli_fetch_assoc($result)) {
       $arr_row=array();
       $c=0;
       while ($c < mysqli_num_fields($result)) {
          $col = mysqli_fetch_field($result);
          $arr_row[$col -> name] = $row[$col -> name]; // line 69
          $c++;
       }
    $table_result[$r] = $arr_row;
    $r++;
    }
    return $table_result;
  }

It is working as follows:
A sql query will be passed to dbArray function, for example:
 $sql = "SELECT `id`, `emailAddress`, `name` FROM `gcms_users`
 WHERE `active`=?";
 $data = dbArray($sql, array(1));

EXPECTED RESULT:
The above two functions will fetch the results from database which should contains field name and its value, example:
  Array ( [0] => Array ( [id] => 1 [emailAddress] => admin@email.com
  [name] => John ) [1] => Array ( [id] => 1 [emailAddress] =>
  paul@email.com [name] => Paul ) )

ACTUAL RESULT:
  Array ( [0] => Array ( [id] => 1 [emailAddress] => admin@email.com [name] => John ) [1] => Array ( [] => ) )

There is some problem with dbArray() function while fetching the rows but I am not getting that what is missing here. Your help will be highly appreciated.
Thank you.

A: Pointer of mysqli_fetch_field is not reset in your first while, try
 mysqli_field_seek($result, 0); after $r++;

A: You cannot re-loop mysqli_num_fields(). You can fetch the columns first then loop through data.
function dbArray($query,$params=false) {
       $link= db_connect();
       $table_result=array();
       $r=0;
       $sql = dbQuerySafener($query, $params);
       $result = mysqli_query($link,$sql) or die(mysqli_error($link)."

".$sql);

       $columns = array();
       while($col = mysqli_num_fields($result)) {
        $columns[] = $col->name;
       }

       while($row = mysqli_fetch_assoc($result)) {
           $arr_row = array();
           foreach($columns as $col){
              $arr_row[$col] = $row[$col];
           }
           $table_result[$r] = $arr_row;
           $r++;
        }
        return $table_result;
      }

redpajama_set_name: RedPajamaStackExchange


text:
IOF urges early evaluation of fracture risk in diabetics
New review summarizes current knowledge on the mechanisms, evaluation and management of bone fragility in type 1 diabetes; calls for regular evaluation of fracture risk as well as more research into the role of osteoporosis drugs in diabetic patients
International Osteoporosis Foundation
This news release is available in Spanish.
Nyon, Switzerland - December 2, 2015
Despite an up to six-fold increased risk of broken bones in patients with type 1 diabetes mellitus (T1DM), the relationship between diabetes and osteoporosis has, until recently, suffered from a general lack of attention and research. As a result, health professionals who treat diabetic patients often do not recognize that fragility fractures are a major complication of the disease.
In order to promote understanding of the latest advances and to encourage early evaluation of fracture risk, the International Osteoporosis Foundation (IOF) Bone and Diabetes Scientific Working Group has now published a succinct review which provides endocrinologists with valuable information in regard to fracture risk in T1DM patients.
Prof. Serge Ferrari, Chair of the IOF Bone and Diabetes Working Group and Professor at the Geneva University Hospital, Switzerland stated, "Although more studies are needed, researchers have recently made encouraging progress in elucidating the complex relationship between bone and diabetes. The findings underline the need for early evaluation and fracture prevention strategies."
Published in the European Journal of Endocrinology, the review summarizes the latest knowledge on the:
Epidemiology of fracture risk in diabetic patients
Quantitative and structural bases of bone fragility
Bone turnover and the continued process of bone loss and replacement
Cellular and molecular mechanisms of diabetic bone disease
Evaluation and management of bone fragility in T1DM
The higher fracture risk in T1DM patients is not only due to decreased bone mineral density, but also to alterations in bone quality. Recent clinical studies point to impaired osteoblastic bone formation, with or without increased bone resorption. Insulin deficiency also appears to be a major pathophysiological mechanism involved, along with other metabolic alterations that may all play a role in altering bone turnover and bone quality.
As the onset of T1DM often occurs during childhood, the assessment and management of bone health in the young is of special concern. General measures to prevent osteoporosis in children with early onset of diabetes include a balanced diet with adequate calcium and vitamin D intake and, in particular, sufficient physical activity. Increasing weight-bearing exercise in children with diabetes as well as good glycaemic control appears to provide some improvement of bone parameters.
Prof. Ferrari added, "As fragility fractures are a major complication of diabetes, fracture risk should be properly evaluated in patients with this disorder. Research is urgently needed on the benefits and risks of osteoporosis therapy as so far none of the anti-osteoporotic agents have been tested for their anti-fracture efficacy in T1DM subjects. This is all the more reason for health professionals to focus on early evaluation and other fracture prevention strategies in their patients."
Mechanisms and Evaluation of Bone Fragility in Type 1 Diabetes Mellitus
FS Hough, DD Pierroz, C Cooper, SL Ferrari, and IOF CSA Bone and Diabetes Working Group. Published online before print. doi: 10.1530/EJE-15-0820
Eur J Endocrinol November 4, 2015 EJE-15-0820
http://www.eje-online.org/content/early/2015/11/04/EJE-15-0820.long
IOF Regionals 3rd Middle East & Africa Osteoporosis Meeting
The review will be presented at the 'Bone & Diabetes Workshop' to be held in conjunction with the International Osteoporosis Foundation (IOF) regional meeting in Abu Dhabi, from December 5-7, 2015. The IOF Regionals will be one of the largest medical and research events dedicated to osteoporosis and related diseases in the region. http://www.iofbonehealth.org/abudhabi-2015
About IOF
The International Osteoporosis Foundation (IOF) is a not-for-profit, nongovernmental organization dedicated to the worldwide fight against osteoporosis and related musculoskeletal diseases. IOF's members - scientific researchers, patient, medical and research societies and industry representatives from around the world - share a common vision of a world without osteoporotic fractures. IOF, with headquarters in Switzerland, includes 232 member societies in 98 countries, regions and territories. Among its numerous programmes and activities, IOF mobilizes the global osteoporosis movement on World Osteoporosis Day, marked on October 20 every year. http://www.iofbonehealth.org; http://www.facebook.com/iofbonehealth; http://twitter.com/iofbonehealth; http://www.worldosteoporosisday.org
L. Misteli
info@iofbonehealth.org
@iofbonehealth
http://www.iofbonehealth.org
European Journal of Endocrinology
MEDICINE/HEALTH
METABOLISM/METABOLIC DISEASES
ORTHOPEDIC MEDICINE
http://dx.doi.org/10.1530/EJE-15-0820
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redpajama_set_name: RedPajamaCommonCrawl


text:
truaspect - The atlas Complex
TruAspect
The Atlas Complex
By Jamie Funk
The Plot: We find a boy as a young teen doing whatever he has to do to survive in a city where no one cares. He is growing up with mental illness where he hears voices. Tortured by his dark past and his status as a drug lord at the current moment he commits suicide.
This is the plot for the new concept album from TruAspect entitled The Atlas Complex. I'm a big fan of concept albums (when done right) and they seem to work better with hip-hop than any other genre. The fluidity of the art is conducive to a narrative in way that doesn't work as well with rock or alternative music.
The story starts with "ESPIONAGE!" which starts off with an original, inventive beat that serves as a nice canvas to drop some rhymes. As with the beat the lyrics are fresh. When the vocalist spits "Or if you downloaded it, spread the success. 2.0, improved with more RAM" it's hard not enjoy the tech savvy talk. A lustrous vibe is cemented in your brain from the start with "SlowGrind featuring YoungHitladenAKAConz8000." The beat is smooth but it's the repeating sensual female moan that seals the deal.
"These Walls/Mannequins" samples a standup bass and soothing background vocals that create a jazzy ambience for the vocalist to reference pop cultural phenomena. He raps "Like, stop catching ego off your Twitter and Facebook fam, You know they'll sugarcoat everything that comes out." Towards the end of the song it transitions to a backwards sounding effect that simulates his mental illness and the voices he hears. "OnFire" may have the catchiest chorus on the album while "Cruizin' featuring TolCalvin" confronts the existential dilemma that our protagonist is experiencing. The story ends with the darkest chapter "[TheAtlasComplex]" as the man decides to take his own life.
The Atlas Complex is a well thought out concept album that not only tells a very dark tale but has good music and rhymes to back it up. Check it out.


text:
Q: On a sufficient condition for the convergence of the Newton-Raphson method Given a suitable function $f$, often of class $C^2$, in the section of quadratic convergence for Newton's iterative method mentioned in WikipediA I found the following estimate
$$
\displaystyle \left|{\varepsilon _{n+1}}\right|={\frac {\left|f''(\xi _{n})\right|}{2\left|f'(x_{n})\right|}} |\varepsilon _{n}|^2. \tag{6}
$$
where $\alpha$ is a zero of $f$ over the interval $I$ and
$$\varepsilon _{n+1} = \alpha - x_{n+1}.$$
Then, it says that the above estimate (6) can be expressed in the following way:
$$
\displaystyle \left|{\varepsilon _{n+1}}\right|\leq M |\varepsilon _{n}|^2
$$
where $M$ is the supremum of the variable coefficient of $\varepsilon_n^2$, that is:
$$
\displaystyle M=\sup _{x\in I}{\frac {1}{2}}\left|{\frac {f''(x)}{f'(x)}}\right|.
$$
Given this new estimate, it is now clear that the order of convergence is at least quadratic if $x_0$ is chosen suitable and
$$M |\varepsilon_0| < 1.$$
My question is how to prove that the above new inequality is sufficient? The apparent difficulty is to handle the two points $\xi_n$ and $x_n$ in (6).
In various references, the following inequality
$$\varepsilon_{n+1} \leq \frac 12 \frac{\sup_I|f''|}{\inf_I |f'|} |\varepsilon_n|^2$$
often appears. Having this, it is now quite obvious to get the the order of convergence by seeing (6).


text:
Alex Neuberger (American Actor) Net Worth, Age, Bio, Wiki, Height, Career, Filmography, Facts
Harsha G
Actor |
Alex Neuberger Biography
Alex Neuberger Wiki
Alex Neuberger Net Worth And Income In 2021
Alex Neuberger Networth, Income, Salary
Alex Neuberger Height And Weight
Alex Neuberger Career
Alex Neuberger Filmography
Alex Neuberger Facts
Alex Neuberger Social Media Accounts
Gallery Alex Neuberger
Alexander James Neuberger is a well-known American actor. He was born and brought up in Cottage Grove, Minnesota, United States on 27 November 1992. Currently, he is 28 years old. His birth sign is Sagittarius. He is best known for Hello Herman (2012), and Underdog (2007). He is also best known as a cameraman and young actor.
Real Name Alexander James Neuberger
Nick Name Alex Neuberger
Profession Actor
Date of Birth 27 November 1992
Zodiac Sign Sagittarius
Birthplace Cottage Grove, Minnesota, United States
Girlfriend N/A
Children No
Source of Income Actor
Place of living Cottage Grove, Minnesota, United States
Height in feet 6 ft 0½ in or 1.84 m
Weight	in Kilograms 52 kg or 116 lbs
Shoe Size 8 (US) or 5 (UK)
Dress Size 4 (US) or 8 (UK)
Skin color White
Alex was passionate about acting at an early age. He told his mother and she right then and there started to seek out an agent. He got an agent and whenever a new film was in the making he privately auditioned with his agent on a camera. His debut role came in 2006 when he booked the part of Nicky Gazelle in "Running Scared". After that in 2007, he booked the part of Jack Unger in "Underdog". Alex lives a normal life in Minnesota.
Then at fifteen years old, He gets Young Artist Awards Nominations as Best Performance by a Leading Young Male in a Feature Film.
As an actor, he works in many hit TV Series. Some of them are as follows:
Hello Herman (2012) as Michael Green
Underdog (2007) as Jack
Running Scared (2006) as Nicky Gazelle
He lives a normal life in Cottage Grove, Minnesota.
His most recent auditions were for "Will" and "They Came From Upstairs".
Pratik Gandhi Harshad Mehta(Scam 1992) Net worth, Income, Affairs,Biography,Houses, Height, Weight, Age Ali Fazal's (Mirzapur2) Upcoming Movies,Webseries, Networth, Wiki, Biodata, Life Story,Girlfriends,Family.. Divyendu Sharma(Guilt/Mirzapur 2 Web Series)Networth,Upcoming Movies , Latest Web Series Contact, Affairs, Girlfriends, Family,Personal life And More… Lakshya Handa(Guilt Web Series)Cars Collection/ Net Worth/Latest Web Series Wife/Girlfriends/ Affairs/Biography/Photo Shoot and More.. Siddhant Chaturvedi(InsideEdge)Net worth,Car Collection,Relationship,Affairs, Web Series,Contact, Interaction,Family, Personal Life, More… Mayur Varma(Innocent)Latest Web Series, Networth/Social Media/Contact/Biography/Wiki/Affairs/Personal Life/Photo And More
Jonathan Wong (Singer-Songwriter, Actor and Producer) Net Worth, Wiki, Biography, Age, Height, Facts
Lee Sungmin Bio, Wiki, Net Worth, Age, Height, Career, Family, Facts


text:
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// $(function() { //when DOM is ready...
	app.users = new UserCollection([

		{username:'Jennifer'},
		{username:'Jason'},
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loginView = new LoginView({collection: app.users});

// taskView = new TaskView({model: taskModel});

userModel = new UserModel({title:'Make this page work!',
                           description: 'Fix all the code!',
                           creator: app.users});

// userView.render();

// userModel = new UserModel({creator: 'Jennifer'});
// userView = new UserView({el: "#app"})

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taskCollection.add(taskModel)

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// 						app.tasks,
// 						'#app');// selector of main div
// });

redpajama_set_name: RedPajamaGithub


Considered one of quite possibly the most widespread electrical wiring queries is on how to wire a change. Although applying switches in your own home is sort of simple, wiring a person may well not be that quick for everybody. An ON-OFF switch is in fact quite simple to wire. You can find various kinds of switches, but for this example, let us say you're installing a single-pole toggle switch, a very typical swap (and the easiest).
You can find three hues of wires in the typical single-pole toggle switch: black, white, and inexperienced. Splice the black wire in two and connect them over the terminal screws - 1 on best along with the other within the bottom screw of the swap. The white wire serves to be a source of uninterrupted electricity and is also ordinarily linked to the light colored terminal screw (e.g., silver). Hook up the inexperienced wire to the ground screw of your change.
These measures would commonly be enough to help make a normal swap get the job done without having a issue. However, in the event you are not assured that you just can complete the activity appropriately and safely and securely you superior permit the professionals do it in its place. Right after all, you will find a rationale why this endeavor is amongst the most common electrical wiring concerns asked by the majority of people.
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Sisamnes är ett släkte av insekter. Sisamnes ingår i familjen Rhyparochromidae.

Kladogram enligt Catalogue of Life:

Källor

Halvvingar
Sisamnes

redpajama_set_name: RedPajamaWikipedia


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London Dread
60-90+ minute playing time
Asger Johansen
London Dread quantity
SKU: GFG96751 Categories: Board Games, Games Tags: Cooperative Game, Horror
London Dread is a co-operative game set in Victorian England. Players take on the role of investigators trying to uncover plots on the way to confronting a story specific finale.
The game is gritty and thematic, featuring a series of dark events and story lines (such as the appearance of a caped killer on the streets of London) with a hint of the supernatural.
The game is broken into a series of stories, usually played over the course of 2 chapters, in which players alternately participate in a timed planning phase where various obstacles and plots are uncovered and then an untimed story phase where players resolve the effects of their planning.
The result is a tense and truly cooperative experience where players must work together, communicate well, plan effectively, and use the strengths of their investigators in an attempt to stay a step ahead on the mean streets of the city.
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7 Wonders: Babel


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Home » Tea-Producing Regions » India » Assam
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Assam, India
Wikipedia: Assam | Official Government Website: assam.gov.in
Updated: Jan. 2, 2018
Browse Teas From Assam, India (280) - Read Reviews (229)
About Assam, India | Tea-Producing Regions of Assam, India | Styles of Tea Produced in Assam, India | Best (Top-Rated) Assam Teas
About Assam, India
Clickable map of Assam; districts for which we have single-origin teas listed and/or dedicated pages are highlighted in green. This map is our original work, © All Rights Reserved.
Assam is a region of India famous for its black teas. As of 2008, Assam accounted for about 55% of India's tea production.[1] Assam produces only a tiny portion of green and white teas--a lower proportion even than a number of other regions that have historically only produced black tea, although production of these teas has increased in recent years.
Most Assam teas are produced from the Assamica cultivar of tea plant, contrasting with teas from the Darjeeling district. The Assamica cultivar has larger leaves, relative to the smaller-leafed variety used in most Darjeeling and also most Chinese black teas. The same cultivar used in Assam tea is also grown in other regions, especially in lowland regions, including Thailand.
Assam has had a problem with militants; in 2001, according to the chief of police in Assam, most funding for the groups had been cut off, but the tea industry was the single remaining source of funding for the militant groups. In the past, cities and towns had faced extortion by these groups.[2]
Closeup of Tea Leaves, Jorhat, Assam, India. Note the large leaf size. Photo © Bidyut Gogoi (Flickr), CC BY 2.0.
Geography And Regions of Assam
Assam and the surrounding areas are geographically isolated from the rest of India. The state has an area of about 30,285 sq mi (78,438 sq km), roughly the size of Maine, South Carolina, the Czech republic, or Austria.
While the state looks unusually-shaped on the map, its borders closely follow the geographic booundary between lowland areas surrounding the Bramaputra river and its tributaries, and upland regions, more hilly and mountainous, which are part of other Indian states or Bhutan. There are a few exceptions of hilly, upland regions at the margins of Assam, or odd bits of uplands surrounded by lowlands.
The geographic continuity ends, however, at the lower end of Assam, as the Brahmaputra curves south and enters Bangladesh.
Climate, geography, and ecology
Most of Assam has a humid subtropical climate, tending towards the warmest end of this climate type, making it similar to a fully tropical climate. Although winters are slightly cooler, frost is rare, with milder parts of the region never having recorded a frost. Although humidity is high year-round, there is a distinct monsoon season in the summer and a dry season in the winter, following the pattern of the Asian monsoon.
Regional variation in climate is subtle; upland areas are slightly cooler year-round and more likely to experience the occasional frost, but are still solidly subtropical.
Assam experiences frequent and often severe flooding of the Brahmaputra river and its tributaries.
Assam is one of the areas of the world richest in biodiversity; it contains rainforests, deciduous forests, and extensive wetlands. The tropical lowland forests have been reduced to a tiny portion of their original extent, but there are numerous parks, wildlife refuges, and protected wild areas. Upland forests in the region are relatively more intact.
Districts and Subdivisions
Tea Pickers near Margherita, Tinsukia. This region is considered part of Upper Assam. Photo © Arun Bharali (Flickr), CC BY 2.0.
Assam is divided into districts, which we list separately. Assam is often divided into two coarse divisions: Upper Assam and Lower Assam. Tea is grown in both of these regions, but more teas, especially higher-quality teas, tend to be grown in Upper Assam. Upper Assam contains the districts of Jorhat, Dibrugarh, Dhemaji, Golaghat, Charaideo, Lakhimpur, Majuli, Sivasagar, and Tinsukia, and is sometimes extended to include Sonitpur, Karbi Anglong, and Nagaon as well.
Most of the tea grown in Assam is grown at a low altitude, giving it a distinctly different character from the tea grown in Darjeeling and other high-altitude regions. One notable exception is Kopili estate, located in Dima Hasao. There are also higher-altitude regions in Karbi Anglong, and at the margins of various other districts at the border with Arunachal, Bhutan, and other more mountainous regions.
1. Floods ravage India's northeast, thousands homeless, Reuters India, Jun 17, 2008.
2. 'Tea companies still financing militants' , The Hindu, Mar. 18, 2001.
Tea-Producing Regions of Assam, India
Baksa, Assam, India
Browse Teas (6)
Bongaigaon, Assam, India
Cachar, Assam, India
Charaideo, Assam, India
Darrang, Assam, India
Dhubri, Assam, India
Dibrugarh, Assam, India
Browse Teas (45)
Dima Hasao, Assam, India
Goalpara, Assam, India
Golaghat, Assam, India
Jorhat, Assam, India
Karbi Anglong, Assam, India
Lakhimpur, Assam, India
Nagaon, Assam, India
Sivasagar, Assam, India
Sonitpur, Assam, India
Tinsukia, Assam, India
Udalguri, Assam, India
Styles of Tea Produced in Assam, India
This is a selection, not an exhaustive listing, of the styles of tea most commonly produced in Assam, India.
Irish Breakfast
Chai / Spiced Tea
Assam Green
East Frisian Tea (Ostfriesentee)
Best Assam Teas
The notion of the "best" Assam teas is subjective, because different people have different tastes. We present the most often-rated and highest-rated teas produced in Assam, India, and allow you to draw your own conclusions.
Most Often-Rated Teas
Brand: Two Leaves and a Bud
Style: Assam
Caffeine: Caffeinated
Leaf: Sachet
Aged Earl Grey™ - Bergamot Black
Brand: Numi Organic Tea
Style: Earl Grey Tea
Leaf: Teabag
Mtn High Chai
Style: Chai / Spiced Tea
Chai Classic (Formerly Organic Tazo Chai)
Brand: Tazo Tea
Kalami Assam Indian Tea
Brand: Ahmad Tea
Leaf: Loose
Top-Rated Assam Teas
Assam TGFOP Black Tea
Brand: Arbor Teas
Pure Assam Tea Bags
Brand: Taylors of Harrogate
Barooti Assam (Broken Leaf with Golden Tips)
Browse All Assam Teas (280)


Earthen beauty and natural beads encompass this centerpiece of majestic tranquility. Our Laguna Earrings capture a moment of soft reflection through colorful patterns and oval-shaped semi-precious metal. Niobium, Turquoise, Bohemian glass & Gold overlay chain. Adjustable: 18-20" long.


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Thursday, August 4, 2016 9:30 AM 09:30
Sunday, September 25, 2016 5:30 PM 17:30
George Morl, Precious Boys, 2016, Plaster, exterior paint, ink, sugar, salt. Image courtesy the artist.
4 August - 25 September 2016.
Turner Contemporary, Margate
This summer, Turner Contemporary showcases the talent of emerging artists from Kent, as part of the Platform Graduate Award, an initiative organised by a coalition of visual arts organisations in the South East, including Turner Contemporary; Aspex, Portsmouth; De La Warr Pavilion, Bexhill-on-Sea; Milton Keynes Gallery and Modern Art Oxford, and initiated by CVAN SE (Contemporary Visual Art Network South East).
Aiming to support graduate professional development and nurture new talent, this year's Platform exhibition includes the work of six graduates from three Kent Universities:
Daniel Owusu (The University of Kent)
George Morl (University for the Creative Arts)
Jessica Grønlund (Canterbury Christ Church University)
Kayleigh Baker (University for the Creative Arts)
Mas Weeb (Canterbury Christ Church University)
Sariya Suwannakarn (The University of Kent)
The six artists work in a range of media from sculpture and printmaking to installation, film and performance; incorporating a range of materials including DNA data, salt, wood, games, plaster and found recycled objects. Their works draw on themes of youth, mental health, colonialism, technology, identity, the body and the changing environment.
One artist will be selected for the 2016 Platform Graduate Award. The winner will be announced on Saturday 5 November at Turner Contemporary.
Posted in Exhibitions
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Q: Maximum and minimum value of $\theta(x)=\int_0^x\frac{\sin z}{z}dz$ Let $\theta(x)=\int_0^x\frac{\sin z}{z}dz$, x>0. Then $\theta(x)$ has
(A)  maximum for $x = nπ$, n = 2, 4, 6, . . . . . . .
(B) minimum for $x = nπ$, n = 1, 3, 5, . . . . . . .
(C) maximum for $x = nπ$, n = 1, 3, 5, . . . . . . .
(D) minimum for $x = nπ$, n = 2, 4, 6, . . . . . . .
My approach is as follow
$\theta(x)=\int_0^x\frac{\sin z}{z}dz$
$\theta'(x)=\frac{\sin x}{x}$
$\theta''(x)=\frac{x\cos x-\sin x}{x^2}$
I cannot proceed from here

A: $\theta'(x)=0$ iff $x =n\pi$ for some positive integer $n$. When $x =n\pi$ we have $\theta''(x)=\frac {n\pi (-1)^{n}} {n^{2}x^{2}}$ and this is positive for $n$ even , negative for $n$ odd. Hence $\theta$ has local maximum at the points $n\pi$ with $n$ odd and it has local minimum at the points $n\pi$ with $n$ even.  So A) and B) are false, C) and D) are true.

A: I'm going to give you a more graphical approach, though it is the same if done analytically.
Imagine the function $f(x) = \frac{\sin x}{x}$. The function is basically a wave with amplitude $\dfrac{1}{x}$. It will look like a \sin wave, and have the same zeros, but the amplitude will keep damping. At points where $\sin x  = +1,-1$, the wave will touch the graphs of $y=\dfrac{1}{x}, \dfrac{-1}{x}$.
Now when you integrate this function, you find the area under the curve from $0$ till a particular point. Then the options will make sense, and the answer will be quite easy to ensure.


Perhaps water is not draining quite right in the sink, tub or shower. Maybe you are hearing funny gurgling noises or smelling something awful coming from the drains or the plumbing fixtures such as the toilet. Some of you may even have excessive puddles forming in the yard, or parking lot even when it has not rained in a while. In a worst-case scenario you watch helplessly as the backup of raw sewage and wastewater enters into your residential, commercial, or industrial property through the toilets, drains, and even the water faucets.
After the that initial feeling or horror and panic subsides a bit you start contacting any and all plumbing companies that come to mind, or call the first one listed in the phone book. A technician arrives at your home, place of business, or investment property and begins their assessment of the situation. After some initial investigation into the problem he or she gives you the bad news. There is a major problem with the sewer system. You ask them to repeat the sentence just in case you heard it wrong.
Unfortunately you did hear them correctly the first time. There is a major problem with the sewer system, and you need to make a decision on which company is best suited to repair it. Your choice in this matter is crucial in determining both the cost and time frame of the project. That being said, in order to make an educated decision you must be prepared well ahead of time. There are two main sewer repair methods available in Indianapolis, Indiana.
Plumbing contractors have been using the traditional sewer repair method for a very long time. It requires the excavation of a large trench along the length of the sewer pipeline in order to access the pipes for repair. Although the traditional method is effective at fixing the pipes, the trench is extremely destructive to both your landscaping and hardscaping. By the time the trench is excavated, the sewer pipeline is repaired, the trench is filled back in with dirt, and the landscaping and or hardscaping is repaired or replaced it can take multiple weeks to complete the process.
The trenchless sewer repair method was invented approximately fifteen years ago and perfected more recently by Nu Flow Technologies. The Nu Drain system does not require the excavation of a large trench. In fact, only a small access point is needed at one end of the sewer pipeline. A high-tech machine uses the small access point to install an epoxy resin soaked felt liner into the existing pipeline.
It takes a few hours for the epoxy resin to cure in place or harden, and once it does a brand new pipe within the existing sewer pipeline is formed. The new pipe will not crack, break, split or rot. In essence it entirely replaces the existing sewer pipeline, and will last for a minimum of fifty years. Nu Drain trenchless sewer repair is approximately fifty-percent less expensive than the traditional excavation method and takes as little as one day to complete from start to finish.Please contact us if a sewer related emergency strikes. Nu Flow Technologies is here for you each and every step of the way.


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SIG Genetics annual report
Genetics December 2019 Special Interest Group News
Prof Imran Rafi, convenor, SIG on Genetics reports:
Executive writing group
Drs Imran Rafi (Convenor, St George's University of London, RCGP Clinical Champion Genomics) Judith Hayward (General Secretary, Health Education England Primary care advisor, RCGP Clinical Champion Genomics, GPSi Genetics), Professor Nadeem Qureshi (University of Nottingham Research Lead), Dr Michelle Bishop (Health Education England), Dr Rachel Joynes (RCGP Head of Clinical Innovation and Research) and Rebecca Twells (Wellcome Genome Campus)
The genetics group from the perspective of WONCA has focussed activities undertaken by the UK members. There is a need to publicise the presence and purpose of the group world-wide.
There will be dedicated time given to develop the specialist group. The aim in the first instance will be to identify regional WONCA leads. We are confident we could develop this network with contacts based in Canada, Holland and Australia. We will also ask out contacts in the UK to join the group. The executive group members have been very active and the following demonstrates our work: We will also look to develop links with younger doctors interested in developing links with WONCA as well as develop the membership which is very small at the moment.
We are working with the RCGP, Academy of Royal Medical Colleges, Health Education England, the National Institute for Health Research and Researchers for example Professor Martin Dawes from British Colombia who is a world leader in implementing pharmacogenomics into clinical practice.
Activities planned and in progress: Working with the Sanger institute in Cambridge to produce workshops for WONCA international conferences in Berlin and Abu Dhabi in 2020 (see an introduction to this work in the fuller version in the Annual Report).
There is a very active UK based group pushing forward and representing genomics in primary care. We are very keen to develop a broader base and our focus in the next two years will be to develop a world-wide base. We are happy to work with WONCA council in setting targets around membership and funding. We are also very excited by the involvement of the Wellcome Genome Campus Advanced Courses and Scientific Conferences Programme and are aiming to run workshops in Berlin and Abu Dhabi.
For more details of UK activities see the Annual Report
Join our SIG


Mount Street Academy is an Infant and Nursery school. We deliver high quality early years education for pupils between the age of three and seven. As well as being an "outstanding school" (OfSTED 2013) we are also a National Teaching School and a National Research School, working with many schools across the region to improve outcomes for pupils.
We have a Foundation Stage Unit including a 91 place Nursery, offering a variety of places for parents wishing to access the Universal Early Education, as well as the opportunity to purchase additional sessions for their child. We have three classes in Reception, with 30 children in each class. Every class is taught by a qualified teacher supported by a team of highly skilled teaching assistants and key workers.
We also have three classes in Year 1 and Year 2.
By choosing our school you will give your child the best start in life. We offer a high standard of education in a caring and friendly environment where children are treated equally and feel valued and secure.
On this page you will find out more about our vision and values, as well as our local governors and partnerships.


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Divide and Conquer Strategy Failing?
James Joyner · Monday, October 23, 2006 · 15 comments
Ron Brownstein argues that the Bush-Rove strategy of focusing on generating high turnout among Republicans even at the cost of alienating Democrats and moderates has had a price.
On balance, that equation worked for Bush in his first term. Bolstered by his post-9/11 glow, Bush inspired an enormous Republican turnout that spurred GOP congressional gains in 2002. In 2004, another Republican surge powered gains in Congress and Bush's reelection over Democrat John F. Kerry. For Karl Rove and other top GOP strategists, those victories were evidence that Bush was building a narrow but stable electoral majority.
But even amid success, the limitations of the strategy were evident. Although Bush inspired passionate commitment from his supporters, he did not generate anywhere near the breadth of support that other two-term presidents, such as Dwight D. Eisenhower or Ronald Reagan, achieved at their apogee.
Eisenhower was a beloved war hero who could have had the nomination of either party. His presidency was before the television era, let alone the cynical media climate of the post-Vietnam/Watergate period. His average approval rating 65% and he ended his presidency with 59% approval.
Ronald Reagan, who was much more polarizing, had similar numbers: 64% and 57%, respectively.
Bill Clinton, who was actually impeached but rebounded to great popularity, was in that ballpark as well: 65% and 57%.
I don't have those figures for Bush 43; the article I'm citing for the others was written right before his 2001 inauguration. If present trends continue, his final numbers will be awful as will his average. It's noteworthy, though, that he had near-record approval ratings in the months after the 9-11 attacks and after the successful ouster of Saddam.
Bush's margin of victory over Kerry, measured as a share of the popular vote, was the smallest ever for a reelected president. Even in the usual post-election honeymoon period, Bush's approval rating never exceeded 55% in Gallup surveys, below the high point for every other reelected president since World War II. Bush's support fell back beneath 50% even before his second inauguration.
Bush got a higher percentage of the popular vote than Bill Clinton did in 1996 (granted, in a three way race but one where the third party candidate mostly pulled votes away from his Republican opponent). Still, Brownstein is right about the margin of victory.
The casaulity here, though, is not established. Indeed, almost all observers would agree that the reason for Bush's low numbers has more to do with the unpopularity of the war in Iraq than with polarizing domestic tactics.
All of this meant that even on Bush's best days, nearly half the country opposed him and his direction. That didn't leave him with much of a cushion for bad days, which have come in bunches during his second term.
Certainly true. Then again, he may well not have had a second term without doing all he could to maximize turnout among his natural constitutents.
While it seems increasingly less likely, a turnaround in Iraq would cause a rebound in Bush's approval ratings. Conversely, if things continue to deteriorate in Iraq, no amount of reaching out and consensus building is going to give him much of a boost. Ultimately, results matter and he has staked his presidency on One Big Thing. So far, it appears to be a losing bet.
FILED UNDER: General, Bill Clinton, Congress, Constitution, Democrats, Electoral, Iraq, Karl Rove, Republicans, Ronald Reagan
About James Joyner
James Joyner is Professor and Department Head of Security Studies at Marine Corps University's Command and Staff College and a nonresident senior fellow at the Scowcroft Center for Strategy and Security at the Atlantic Council. He's a former Army officer and Desert Storm vet. Views expressed here are his own. Follow James on Twitter @DrJJoyner.
M1EK says:
Monday, 23 October 2006 at 11:04
"in a three way race but one where the third party candidate mostly pulled votes away from his Republican opponent"
This is a myth. The reliable figures from 1992 indicate that Perot voters came more from Clinton than from Bush (hard to find reliable figures for 1996); and we would have to suspend an awful lot of disbelief in order to buy the argument that in 1996, most Perot voters were Dole-second-choicers. Even so, even if every single vote for Perot had gone to Dole, Clinton still would have won.
Perot took my vote from Clinton in both 1992 and 1996, in case you're wondering.
I wouldn't blame the Iraq War for all of Bush's problems. Take a look at Bush's approval rating graph and you'll see that after the 2004 election, the first real decline in his standing coincides with his push to reform Social Security. Also, his approval rating prior to 9/11 was pretty mediocre as well. I do think that his presidency won't have any lasting currency precisely for the reasons Brownstein races. As a moderate Democrat who has raised the lever for more than a few Republicans, Bush and Rove's hyper-partisanship alienates me in ways that few Republicans outside of the Strom Thurmands and Newt Gingrich's ever have.
"Conversely, if things continue to deteriorate in Iraq, no amount of reaching out and consensus building is going to give him much of a boost."
The nature of Bush's Presidency suggests pretty strongly that reaching out and consensus building are not things he is at all inclined to do. His White House tends to close itself off even from other Republicans, so opening up to Democrats is highly unlikely. If the Democrats do take over one or both houses, his last two years may be very frustrating for him and those who must work with him.
legion says:
This should not be surprising. The standard GOP strategy for some time now has been appealing to single-issue voters via hot-button issues… Not always terrorism, but also on religious issues (stem-cells, religion in schools, creationism, etc.), as well as the old canard of fiscal responsibility (SS reform, Medicare, deficit reduction).
Unfortunately, those issues can only be harped on for so long… eventually the voters expect action on their issues, or they begin to feel used & betrayed and wind up just as virulently opposed to the group that just used them. The religious right is just now beginning to see this. There's hints that the middle-class NASCAR dad/soccer mom crowd is seeing the same thing reflected in their lack of economic improvement vs. corporate America's success, as well as the Iraq war.
cian says:
Everyone that comments here probably knows of at least one family that has been split apart by Iraq and the present administrations handling of that war. Again and again Bush and the republicans demonised the democrats and in so doing demonised millions of Americans.
It may have consolidated their base, but most Families are tired, dispirited and fearful- not of the mad mullahs of republican imagination, but of the direction the country has taken and these families are only now beginning to find a common language through which they can start talking together about the last five years.
Karl Rove, Cheney, the right wing talking heads and President Bush himself have failed to understand or even notice this change. Republicans in the field are hearing this new voice, and know its calling them out.
Tano says:
Minor point, but you got the presidential approval numbers mixed up a bit.
It is true that Ike had an average rating of 65, and an end-of term rating of 59.
But the Reagan and Clinton numbers were both higher for the end of term than for the average – i.e. Reagan and Clinton had identical averages – 57%, with Reagan leaving with a 64 and Clinton a 65.
In other words, in your sentence:"Ronald Reagan, who was much more polarizing, had similar numbers: 64% and 57%, respectively." – the word "respectively" is incorrect.
First many of these polls still weight them with higher Dems than Reps. One I saw had Dems with 55% compare to 33% Rep. The only poll that count is election day which Bush beats Clinton on having a higher % votes compare to Clinton.
One should remember that Dems candidates can't do any wrong to their base while GOP expect their candidates to do everything the way they want it. Reminds me of high school sports where a terrible player get nothing but praises from their parent why the best kid on the team is constantly be ask to do better by their parent.
I fall into the later category but I recognize who are the best players are.
yetanotherjohn says:
M1EK,
The 1994 exit poll data shows that 67% of those who voted for Perot in 1992, voted for the republican in their congressional district in 1994. If you look at the 1992 election data and divided the Perot vote between Clinton (33.33%) and Bush (66.67%), you find that 12 states flipped (Colorado, Connecticut, Georgia, Iowa, Kentucky, Maine, Montana, Nevada, New Hampshire, New Jersey, Ohio, Wisconsin). These 12 states represent 106 electoral votes, which would have flipped the election. Now the fact that 2/3 who voted in 1994 for republican congress critters had voted for Perot in 1992 doesn't guarantee that absent Perot Bush would have pulled all of those voters in 1992. But it does say that a better campaign by Bush Sr. would have potentially won them over as the GOP was able to win them two years latter.
So while I don't dispute your personal story, can you show what data are you using to say that it is a myth that Perot hurt Bush more than Clinton. Everything I have seen points that the majority of Perot's votes came from those who otherwise would have supported the republicans.
I just ran a test on your statement about 1996 that Clinton would have won anyway if all Perot votes had gone for Bush. My looking at the 1996 data doesn't support that statement. Simply adding the Perot vote totals to the Dole vote totals flips 10 states (Arizona, Florida, Kentucky, Missouri, Nevada, Ohio, Oregon, Pennsylvania, Tennessee, Wisconsin) for a total of 129 EV. This would have easily swung the election in 1996. While I think that the likelihood of Dole picking up 100% of Perot voters approaches zero, I believe that your statement is in error. It is true that Clinton would have pulled a larger percentage of the popular vote than Dole and Perot combined, but I hope you are aware that we elect our presidents based on electoral vote, not popular vote.
yetanotherjohn,
I read two rather exhaustive analyses of the '92 vote, both of which reached the conclusion that the Perot vote (were he not in the race) would have broken ever so slightly for Clinton, rather than Bush (50+%, and 52+% – sorry I forget the fractions). So I think the notion that without Perot in the race, x number of states would have flipped for Bush is just fantasy.
Looking at the 94 data is not justifiable – obviously there was movement away from the Dems between 92 and 94. If Perot voters went 67% to the GOP in 94, you can be certain that they went to the GOP far less so in 92.
Clinton did appear to have won back more of the Perot vote than did the GOP in '96 – Clinton's vote when up 6 points, Dole up 3 over Bush, so maybe if Perot had not run in 96 his vote would have helped Dole – but it wouldnt have been enough.
Tano's addressed your points fairly well – there is, in fact, polling data available from 1992 referred to here:
http://groups.google.com/group/alt.fan.dan-quayle/msg/2ba0013d21e0b83b
Again, 1996 data is harder to find, but here's just one example:
http://www.cnn.com/ALLPOLITICS/1996/polls/cnn.usa.gallup/tracking/
James Joyner says:
Tano/Mike: I'm not asserting that Perot was the reason Clinton won in 1992 or 1996 (although there's a very roundabout case to be made for 1992) My remarks above were entirely about 1996 and simply about the margin of victory.
My sense of the Perot voter was that they were mostly anti-incumbent.
In 1992, a large chunk of the electorate was dissatisfied with Bush but few outside the hard core Democrats trusted Clinton. Perot was an alternative and, once he dropped out and all-but-endorsed Clinton, a gateway.
In 1996, Clinton was again quite polarizing but Dole was incredibly uninspiring as an alternative. Perot was a protest vote.
The CNN polling is interesting. I'm not sure I buy it, though.
I can show you polls in June and October of 2004 that says Kerry would win in 2004. That can hardly be taken as proof that Kerry won. So I am less than impressed if that is all your data. Also, the 1996 poll is nothing compared to looking at the actual results of the election. That shows that going state by state and adding Perot's vote total to Dole would flip 10 states and the election.
Tano,
I would be interested in seeing the "exhaustive analysis" you talk about but don't link to. As I said in my comment, the 1994 break down is far from conclusive as to what happened in 1992. But I stand by the idea that it shows those voters were persuadable absent Perot. I wasn't claiming that the be definitive, but just one data point that might suggest that Perot pulled more from Bush than Clinton.
Of course looking at the broader picture, no democrat has gotten a majority of the presidential popular votes for the last 40 years except Carter (who got 50.08% in 1976). So for at least the last 40 years, the over whelming verdict of the voters at the presidential level has been "not the democrat" as expressed by votes cast for candidates other than the democrat. The republicans problem is that they have won 7 of the 10 presidential elections in the last 40 years, they have only been able to get a popular vote majority 5 of those 10 times (so you can say the result was "not the republican" 5 out of 10 times).
When you combine the polls from 1992 (which, I suppose, now, you don't argue with) with the fact that essentially all of the remaining Perot voters would have had to go for Dole to make a difference (not 75%, but 98%), it's nonsensical to continue to argue that Perot cost Dole the '96 election.
yetanother,
I guess there are all manner of ways of looking at things.
Since you are talking about levels of popular sentiment, rather than electoral technicalities, then I think you have to acknowledge that the Dems won the 2000 election, in terms of getting more people in America to vote for their candidate. So it is not 7, but 6 out of 10 for the GOP. Or 4 out of the last 8. Or 1 out of the last 4.
Since the relevance of these comparison fades the longer back you go, I prefer that last statistic.
If you add up the Dem and GOP presidential vote for the last 4 elections, you come up with roughly 201 million for Dems, 190 for GOP. In other words, over the past 14 years, at the presidential level, the Dems have won an average of 51.5% of the vote, GOP about 48.5% (not counting minor parties).
I guess the question really is this – was the reversal of that average number in the 04 election just a fluke, or a sign that maybe the GOP might be reemerging as a credible presidential party.
(For the sake of your health, please do not look at any approval rate polls before attempting to answer that question).


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Review of 'Arrow' Season 5, Episode 14: 'The Sin-Eater'
Posted by geektomeradio in Uncategorized
This episode opens with Oliver paying a visit to the suspected mother of Prometheus in an attempt to find him before he strikes again. After striking out on that front, Oliver then heads back to Star City where his girlfriend, reporter Susan Williams (played by Carly Pope), confronts him and asks if he is the Green Arrow. Unfortunately the revelation that Susan is on to the possibility of his secret identity is the least of Oliver's problems. China White, Cupid and Liza Warner have broken out of Iron Heights and are looking for Tobias Church's cash stash . As if all of this wasn't enough, the ACU is after Green Arrow after Prometheus tips them off that HE is the one who killed SCPD detective Billy Malone.
In an attempt to try to fix the Susan Williams problem, Thea goes to see Felicity and hatches a plot to hack Susan's computer to discredit her as a means of preventing her story about Oliver being Green Arrow from coming out. When Susan gets fired, an enraged Oliver confronts Thea over what she did. All of this is ties in to the flashback sequences of Oliver's time with the Bratva where he is told a story about what a Sin-Eater is. All of this, as usual, ties back into the overarching theme. Along the way we get to see Dinah get sworn in as Star City's newest police officer and, best of all, Mr. Terrific's costume gets an upgrade in the form of a comic-accurate "Fair Play" jacket (kevlar lined, of course.)
All-in-all, this was a solid episode with a lot of great action that sees a HUGE problem for Oliver as the life he has built over the past 5 years slowly begins to crumble out from beneath him. I always love seeing Cupid (Amy Gumenick) on the show and it was also nice to see Thea (Willa Holland) get some more screen time as she hasn't seemed to be as present since the 100th episode. As far as assigning this episode a score, I'd rate 'The Sin-Eater' a solid 8.
Review of 'Arrow' Season 5, Episode 13: 'Spectre Of The Gun'
This is my very first written review of an episode of a TV Show (I usually cover movie reviews) and Episode 13 of the 5th Season of 'Arrow' entitled 'Spectre Of The Gun' didn't make for an easy review. The episode was uncharted territory for a superhero show in that it tackled a difficult issue for most Americans: gun violence / gun control. (Done on TV before, but never really on a superhero related show. More on that later.) In the beginning of the episode, an unknown shooter carries a bag full of guns into City Hall and starts shooting people. We find out later that the killer is a citizen of Star City who lost his wife and daughters to gun violence and blames the previous city administration for not enacting a gun registry. Throughout the episode we see some fantastic performances from Echo Kellum and Rick Gonzalez as the two debate both sides of this contentious topic.
Paul Blackthorne also turns in a knockout performance as we see him struggle with this issue in his own way from a former policeman's perspective. (But then again, when doesn't Paul Blackthorne turn in a knockout performance.) Felicity stays neutral on the topic even saying that the arguing between Wild Dog and Mr. Terrific won't do anything to change the other's mind. What I loved most about this episode was that the flashback sequences we've come to know as a staple of 'Arrow' since the beginning focused not on Oliver Queen, but squarely on Rick Gonzalez's character of Rene Ramirez (aka: Wild Dog). We get to see a rare glimpse into his past with his wife and daughter that gives us some fantastic insight into to this otherwise glossed-over character while also providing a level of depth for his feelings on this particular weighty issue that seems to consume America.
Obviously it's not new for TV Shows to bring attention to this topic of gun violence. 'Buffy The Vampire Slayer' did it brilliantly with their 3rd season episode 'Earshot' and 'Glee' dealt with the topic in their 4th season episode 'Shooting Star'. Even 'My So-Called Life' aired an episode ('Guns and Gossip') centered around gun violence in their 1st season. The difference is that these other shows I've just mentioned don't normally see guns being used in every other episode if they ever appear at all. For that reason, this episode of 'Arrow' seemed very out-of-place and odd. Having Oliver wring his hands over someone using a gun to commit multiple murders can be likened to watching Walter White having anxiety over someone dying from a drug overdose. While the episode was well-nuanced in the sense that we saw both sides of the debate being waged (mostly thanks to the interaction between Rene and Curtis), it did still seem a bit forced when we are watching a show where the entire 2nd season featured a villain named Deathstroke, where we have a group called "The League Of Assassins" and when a character from the current season is a heroic vigilante named Wild Dog who uses automatic weapons on a regular basis as his preferred means of combat ever since his first appearance on the show. The resolution of the story featuring Oliver Queen and NOT Green Arrow as the person who put an end to the killing spree was a nice touch but I still felt like I just saw a one-shot special and not an episode that fit within the continuity of this particular series which has a history of being gritty and violent. No matter which side of the debate on which you fall, the take away from this episode for me was Echo Kellum's speech as Curtis when he muses about how we, as a country, used to be able to engage in healthy debate and still respect each other when our opinions differed. Now, not so much. Overall, as it fits within the framework of this season, I would have to give this episode a 5.5 out of 10.


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Guest view: For the Fed, ignoring Trump is good policy
Oct 1, 2018 at 12:01 AM
Wednesday's Federal Reserve decision to raise interest rates was largely a nonevent, given how thoroughly markets had expected it. Nonetheless, it offered a comforting reminder that Fed officials know how to do their job — which these days means ignoring public statements from the chief executive and focusing on the economy.
For decades, U.S. presidents have refrained from criticizing the central bank in public, allowing it to go about its duty of maintaining stable prices and maximum employment in relative peace. Not so President Donald Trump. In recent months, he has repeatedly expressed his dissatisfaction with the Fed's monetary policy, saying that he would prefer an easier-money approach. "I'm not thrilled," he said in August.
Wednesday, at their first policy-making meeting since the president's latest comments, Fed officials demonstrated yet again that they will be guided by economic data, which overwhelmingly indicate that the central bank needs to remove stimulus by boosting interest rates. Unemployment is well below what economists see as its natural level, the Fed's preferred measure of inflation has reached its 2 percent target, and the government is running a budget deficit expected to top $1 trillion in 2019.
"We consider the best thinking, the best theory and the best evidence," Chairman Jerome Powell said after the decision to raise rates, in response to a question about Trump's comments. "We don't consider political factors."
Congress granted the Fed a measure of independence for good reason: To do what's right for the economy, it needs to be insulated from the whims of politicians concerned about the next election. Legislators set the central bank's goals, then leave it to pursue them as it sees fit. Research and experience have demonstrated that this arrangement works well — it's what, for example, allowed then-Chairman Paul Volcker to defeat the runaway inflation of the late 1970s. No wonder most of the world's largest economies have adopted similar approaches.
Granted, the president's discontent could be a threat if it prompts Congress to place new constraints on the Fed. Powell recognizes the danger, and has made a point of meeting with legislators and administration officials to head it off. If the rhetoric emanating from the White House persists, it might eventually make sense for Powell to appeal directly to the American people, explaining in accessible terms why an independent central bank is so important.
In deciding what to do with interest rates, though, the Fed is acting exactly as it should, providing much-needed competence and consistency at a time when those qualities seem in short supply.
— Bloomberg View


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Getting the CMO and CIO to work as partners
August 2014 | Article
By Matt Ariker, Martin Harrysson, and Jesko Perrey
Article (PDF -2MB)
To turn new technologies into profits and growth, marketing and IT will need to change how they work—and how they work together.
Article (PDF-2MB)
A global company recently decided to do what many companies are doing: figure out how to turn big data into big profits. It put together a preliminary budget and a request for proposal that in effect asked vendors to take the data the company had and identify opportunities.
Vendors were thrilled with what was essentially a free pass to collect and analyze everything (with due regard for customer privacy concerns, of course). Two months later, the bids were coming in 400 percent over budget. The obvious solution was to narrow the scope, but no one was sure what to cut and what to keep because the chief marketing officer (CMO) hadn't specifically defined the most important data requirements, and the CIO hadn't reviewed the request for proposal or intervened to prevent the inevitable above-budget bids. Months of wasted time and spending later, the company is no closer to a big data plan.
Variations of this big data storyline are playing out in executive offices around the world, with CMOs and CIOs in the thick of it. CMOs, who are responsible for promoting growth, need the CIOs' help to turn the surfeit of customer data their companies are accumulating into increased revenue. CIOs, obliged to turn new technology into revenue, need the CMOs to help them with better functional and technical requirements for big data initiatives.
The situation reflects a central truth in today's big data world: both the CMO and CIO are on the hook for turning all that data into growth together. It may be a marriage of convenience, but it's one that CMOs and CIOs need to make workespecially as worldwide volume of data is growing at least 40 percent a year, with ever-increasing variety and velocity. That's why many CMOs are waking up to the fact that IT can't be treated like a back-office function anymore; rather, the CIO is becoming a strategic partner who is crucial to developing and executing marketing strategy.
Companies that are more data driven are 5 percent more productive and 6 percent more profitable than other companies.1 1. Stefan Biesdorf, David Court, and Paul Willmott, "Big data: What's your plan?," McKinsey Quarterly, March 2013. Given the $50 billion that marketers already spend on big data and analytics capabilities annually, the pressure is on to show significant above-market returns for that investment.2 2. Daniel Salmon, Digital Marketing Hub v2.0, BMO Capital Markets, June 2012.
The big data and advanced analytics systems needed to capture that return don't follow the traditional sequential path of requirements gathering, building, testing, and deployment. They involve new architectures for data aggregation, coupled with rapid experimentation, iteration, and evolution of functionality. They demand a new way of working that is likely unfamiliar to both CMOs and CIOs.
More and more, CMOs and CIOs are seeing that they are natural partners: CMOs have an unprecedented amount of customer data, from which they need to extract insights to increase revenue and profits. The CIO has the expertise in the development of IT architectures and the execution of large programs needed to create the company's big data backbone and generate the necessary insights.
Historically, though, the relationship has often been a fractious one. CMOs have traditionally acted as stewards of the brand and have focused on large creative campaigns that generate excitement for the company's products or services. The CIO, on the other hand, has primarily focused on a combination of business-process improvement (for example, in order-to-cash work flows) and "keeping the lights on" by managing core transaction systems, ensuring cybersecurity, supporting end users, and reducing costs.
The digital explosion has forced CMOs and CIOs to work more closely together (see sidebar, "How a technology company benefited from cooperation"). But that hasn't always made them work better together. As the mix of IT spending shifts from the back office and supply-chain management (for those industries that have a supply chain) to the front office and customer engagement, tensions may arise about the CMO's and CIO's decision rights and budget authority. These tensions are reflected in research suggesting that most CMOs today see marketing as the natural leader of big data efforts, while most CIOs see IT in that role.3 3. Dan Muse, "What do CMOs and CIOs really think of each other?," CIO, May 29, 2013, cio.com.
How a technology company benefited from cooperation
At a large high-tech company that increasingly used big data and other technologies in its marketing, a significant portion of technology resources either became part of the marketing function or resided with vendors managed by marketing. There were implicit expectations on the marketing side that the IT function would help it with its technology tools and applications and provide support if something went wrong.
The lack of a formalized operating model resulted in suboptimal technology decisions, fragmented technology architecture, and direct business risks such as regulatory complications and inconsistent support if a system went down. An example of such an issue occurred when a core marketing application was upgraded by marketing and the new version was incompatible with sales software for which IT was responsible. As a result, sales leads stopped flowing, and the system became unusable. There was no one in IT or in marketing who was accountable and no one to solve the problem.
Another example occurred when marketing wanted to introduce a new online presentation tool. Marketing selected a vendor after weeks of reviewing different solutions. IT was consulted only when the contract was about to be signed. After a quick review, IT's cybersecurity group identified several regulatory-compliance issues. These problems proved impossible to resolve, and the company had to terminate discussions with the vendor.
It eventually became clear to marketing and IT leaders that a new operating model was required—one which could prevent or mitigate such issues by defining who was responsible for the different tools and applications.
The first step was to develop a comprehensive inventory of all the marketing technology assets—whether managed by marketing or by ad-agency contractors. This inventory made it possible to start a productive discussion about which assets would be managed and supported by IT and marketing, respectively, and who should be included in decisions on any changes. The second step was to define and prioritize business use cases and their requirements for analytics, data, and IT infrastructure support. This made it easier to define a governance model that ensured both builders and users of IT architecture and infrastructure clearly understood each other's requirements, constraints, and intended use. Furthermore, the company could set up a new model for how to decide on future solutions, with marketing shaping the technology vision or strategy and IT managing the overall architecture and subsequent solution choices.
There are many ways to structure a joint marketing and IT operating model, and an organization should consider which approach best suits its situation and needs. However, regardless of the choice, it all has to start with a top-level agreement between the chief marketing officer and the CIO to work together and have a common view of the assets that are needed for the company to succeed. Indeed, since establishing clarity about accountability, this technology company has avoided major complications with its marketing applications. The inventory keeps evolving as the portfolio of digital-marketing techniques and supporting technology tools grows, but now both IT and marketing are working toward a common goal, a common architecture, and a jointly defined road map.
The demands of speed and agility are an important operational source of friction. As changes in customer behavior, technology, and the business environment accelerate, marketers need fast-adapting systems. But for IT, the need for speed can be a massive shift, often requiring the function to retool its operating model in order to quickly deliver analytic systems that drive better decision making.
It's true that technology is helping to mitigate the speed and agility issue. Big data analytics platforms, for example, allow companies to make sense of the data they have, wherever the data are, without having to pull them all into one place and make costly investments in unnecessary storage. Well-established cloud and open-source technologies permit rapid development and iteration of pilot projects and narrowly focused initiatives. And more recent technological developments are allowing companies to quickly combine unstructured and structured data within a common framework. At the same time, public and private clouds have created significant new opportunities to store, analyze, and serve data without requiring reduced stand-up time4 4. The time from making a decision to having a system that works. and costly investments.
However, as illustrated by the challenges of the global company described earlier, technology is not enough. What's needed is a practical approach for creating a workable partnership.
How to work better together
Many observers have correctly noted that today's CMO must master not just the art of strategy and creativity but also the science of analytics to identify and capture revenue opportunities. What that means in practice is that CMOs must have a passion for facts and measurement, the ability to discern the specific business opportunities that big data presents, and a clear vision of how to capture the opportunities and accelerate performance. Most important, they must be able to define their vision with precision from the beginning of data analysis to the delivery of a solution to the front lines to the tracking of earnings impact.5 5. Matt Ariker, "The one tool you need to make big data work: The pencil," Forbes, October 9, 2012, forbes.com.
The CIO, on the other hand, must shift IT from being a cost center to being a business-revenue facilitator and enabler. In the big data era, the CIO is accountable for using technical infrastructure to enable and accelerate revenue growth. We believe that a large portion of CEOs expect IT to use the cloud for innovations that create value rather than as a way to increase IT productivity. CIOs must have a keen sense that technology is a means to achieve business ends and use sophisticated analytics to make business cases.
It's easy to say that the CMO and CIO, and sometimes the CTO, should share leadership of the overall analytics effort and a mutual definition of its success. But that agreement needs to be followed quickly by the next stage: having shared accountability for business-performance improvement based on specific key performance indicators such as revenue generation, usage, and retention.
One of the most important factors for success in big data and advanced analytics, for instance, is to understand specifically what you want. When you're looking for a needle in the haystack of big data, you really need to know what a needle looks like. A successful partnership, therefore, requires that the CMO be able to define business goals and use cases6 6. For more information on use cases, see Michael Huskins, James Kaplan, and Krish Krishnakanthan, "Enhancing the efficiency and effectiveness of application development," McKinsey on Business Technology, August 2013. (a method for gathering the functional requirements of applications) of any data or analytics initiative. The CIO should provide feasibility and cost analytics regarding requirements based on use cases. That involves articulating trade-offs and options by measures such as cost, time, and priorities.
When the CMO and CIO are working together on governance and use-case development, they need to overcome a common stumbling block: the lack of a shared vocabulary or understanding of what is expected. Marketers and technology people speak very different languages, so there's a need on both sides to become bilingual. To the CMO's mind, defining use cases, for example, should involve writing a few clear sentences. The CIO, on the other hand, might expect ten pages. Frustration will erupt unless both the CMO and CIO take the time to bridge the expectations gap.
Avoiding these pitfalls requires the CMO and CIO to really invest in building the partnership. One company has taken the step of having the CMO's and CIO's offices on the same floor. At another company, the CMO and CIO host a joint dinner for their managers each quarter with the explicit goal of building camaraderie and trust within their teams.
Collaboration and coordination should involve marketing and IT organizations at large as well. Teams made up of people from both functions should define the data-use requirements with precision to ensure the proper build-out of the analytics infrastructure. These integrated teams should sit together to review, analyze, and act on the data. When good results are achieved, the team should get visible credit for example, public announcements at large meetings or e-mails to relevant groups from the CMO and CIO. Just as important, the CMO and CIO should find, nurture, and reward people with leadership qualities that foster successful cross-functional collaboration. Those traits often include empathy and the ability to broker agreements and resolve points of conflict constructively.
All this requires important shifts in mind-set for both marketers and IT specialists. Marketers must use their specialized expertise and experience to help IT analytics teams question assumptions and pressure test outcomes. At the same time, IT should develop more of a customer-service mentality, including listening closely to what the marketing team wants, acting as a thought partner to develop solutions, and constantly checking to see if solutions have been effective (and updating them if needed). CIOs have a critical role in helping CMOs understand software-development trade-off decisions and opportunity costs. Critically, data should be viewed as an enterprise asset rather than a departmental asset, as is too often the case. This broader view of data can help the CMO and CIO develop insights that deliver greater value to the business.
Prerequisites for success
To make their partnership work, the CMO and CIO should ensure that five prerequisites are in place and have the CEO's explicit support for them.
Be clear on decision governance
An effective decision-governance framework makes clear how the CIO and CMO, and potentially other C-level executives as well as their respective leadership teams, must work together and support each other. This is much more far reaching than a data-governance framework, as it covers every stage in the journey of translating data into value, from setting strategy to constructing use cases, allocating funds, and deploying capabilities. Teams should be explicit about when decisions are needed, what must be decided, and who is responsible for making them. To bring the right stakeholders together, one company has developed a "business-transformation council" to tackle governance and operating-model design. Whatever structural approach is selected, this typically demands compromises on all sides to achieve clarity and specificity on roles, but the benefits of alignment in accelerating decision making and avoiding wasted work make it worthwhile.
Build the right teams
The two executives must lead a common agenda for defining, building, and acquiring advanced analytics capabilities. In our experience, that often requires the creation of a center of excellence7 7. An entity that can provide leadership, expertise, best practices, support, and training. where both marketing and IT people work together. They must also agree where those critical capabilities will be located in the center of excellence or distributed across functions and locations what the lines of reporting are, and which budget will pay for them. To help make these decisions, the trick is to map the stages of the big data value chain from data architecting to delivery of customer offers and describe the necessary capabilities and responsibilities for each stage. Next, roles should be assigned to each stage, with the understanding that there may need to be multiple roles for a given stage and that they will often require someone from both IT and marketing. One important lesson that an insurer learned after bringing its marketing and IT organizations closer together was that in big data–oriented companies, skill sets become indistinguishable in business units, marketing, and IT.
Provide transparency
The CMO and CIO (and potentially the CTO) must bring transparency to the process. Not only must they sit down at the start to define data-use requirements with precision, but they must also meet regularly biweekly or monthly to review progress and keep the effort on track. Each quarter, they should have a frank discussion about the CMO–CIO relationship and how to strengthen and sustain it. One approach is to develop a scorecard that tracks project progress and identifies breakdowns. Addressing these issues cannot be about assigning blame; that would quickly create a toxic work environment. It should be about having clear accountability and working collectively to fix any problems.
Hire IT and marketing 'translators'
Goodwill, effort, and clarity will go a long way to bring the CMO and CIO together. But the reality is that few CMOs or CIOs have the right balance between business and technology. What each needs to do is hire "translators." The CMO should hire someone who understands customers and business needs but speaks the language of IT. The CIO needs to hire technical people with a strong grounding in marketing campaigns and the business side. Business-solution architects, for example, put all the discovered data together and organize them so that they're ready to analyze. They structure the data so they can be queried in meaningful ways and appropriate time frames by all relevant users.
One software company has a business-information officer for each business unit and the marketing function. This manager must understand and translate business strategy into a joint IT–enterprise architecture strategy and a technology-investment portfolio for each business unit. The team of business-information officers also supports the CIO and IT organization on topics such as IT governance and security to ensure compliance across the marketing organization.
Learn to drive before you fly
The CMO and CIO should not expect to get all aspects of the model right the first time. Instead, they should focus on a few pilots to test team compositions and new processes for collaboration. This approach allows teams to develop best practices and learn valuable lessons that can then be used to train other teams. One such lesson: don't be afraid to fail, but keep the projects and teams small enough at first to both fail and learn quickly.
Effective use of big data and other technologies is already separating the winners from the losers, and the CMO and CIO share responsibility for the outcome. Forging a winning relationship between marketing and IT isn't easy, but it can be done by being clear on decision governance, building the right teams, and ensuring transparency.
For an executive's perspective on collaboration between marketing and IT, watch a video interview with Nationwide CMO Matt Jauchius on mckinseyonmarketingandsales.com.
Matt Ariker is the chief operating officer of McKinsey's Consumer Marketing Analytics Center and is based in the San Francisco office, Martin Harrysson is an associate principal in the Silicon Valley office, and Jesko Perrey is a director in the Düsseldorf office.
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Q: $A+A\subseteq A\times A$ Define $A+A=\{a+b\colon a,b\in A\}$,$A\times A =\{ab\colon a,b\in A\}$.
Does there exist a finite integer set $A\subseteq \mathbb{Z}^+$, such that $|A|>1$ and $A+A\subseteq A\times A$ ?

A: We assume such a set exists and derive a contradiction. First, if $\{1,2\} \subset A$ then $3 \in A$ as $1+2=3$ so we must have $1 \cdot 3 \in A \times A$. Also, since $|A| > 1$ then if $1$ or $2$ is not in $A$ then there exist an element of $A$ greater than $2$, so in either case such an element exists.
Edit: the rest is wrong so I struck it out.
Let $x$ be the smallest such element. Now as 2x \in A + A we must have 2 \in A because we need 2x \in A \times A and the minimality of x. This in turn implies implies x + 2 \in A \times A.
So 1,2,4,x,2x and x^2 are the smallest possible elements of A \times A and because of our choice of x we notes 2+x < 2x < x^2 so 2+x must be on that list. However proceeding by cases we see that x+2=1, x+2 = 2, x+2=4, x+2=x and x+2=2x all contradict our choice of x so no such set A can exist.

A: The answer is no EDIT so far all cases work except case 3
case 1: let assume 1,2 ∉ A
Now let a∈A where a is the smallest valid option.
so a+a ∈ A + A
so the smallest value in A x A is 2a (because a was the smallest number in A),
but a+a < a + a + a .... + a (a lots of a) = a*a (as a >2)
so a+b ∉ A x A
so A+A ⊊ A×A
case 2: 1 ∈ A, 2 ∉ A
2 = 1+1 ∈ A + A but 2 ∉ A X A
case 3: 1,2 ∈ A EDIT this argument doesn't work sorry!
let p>2 be the smallest positive prime integer not in A (A is finite so p must exist).
so (p-1) ∈ A
p = 1+(p-1) ∈ A + A either but p ∉ A X A, because the only way to make p= 1*p but p ∉ A
case 4: 1 ∉ A, 2 ∈ A:
let b>2 be the smallest positive integer in A other than 2.
then 2+b ∈ A + A but 2+b ∉ A X A, otherwise 2+b=cd where c,d ∈ A and so cannot be 1, so both c,d ≥ 2 =>
2 ≤ c ≤ (2+b)/2 < b
and
2 ≤ d ≤ (2+b)/2 < b
so if either c or d are not equal to 2 say c then c ∉ A because its smaller than b which contradicts the first statement in this case, so 2+b ∉ A X A.
Finally c = d = 2 but in that case we now have 2 + b = 4 which meant b=2 which contradicts the assumption that b > 2.
so all cases covered! the answer is no EDIT so far all cases work except case 3


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