上海桑拿

first_imgCollege Spun's bracket of the Most Annoying fan bases in college sports, round of 32.With the NCAA Tournament finishing up its third round games yesterday, we figured we’d give you another kind of bracket to debate until the Sweet 16 gets started. The ‘Round of 64’ matchups in our 64 Most Annoying Fan Bases bracket have been completed, and there were a few surprises – at least to us. You can check out the opening round contests for the #BBN region here, the #FSUTwitter region here, the #WeAre region here, and the #PAWWWL region here.We’ve condensed the ‘Round of 32’ games into this one post, so make sure to vote on all 16 matchups below. Who will eventually be crowned the most annoying fan base in all of college sports?The 64 Most Annoying Fan Bases BracketMost Annoying 32 Vote On The #BBN Region Below1. Kentucky Basketball Fans vs. 8. Ohio State Football FansukosuKentucky Basketball Fans received 68% of the vote against College Basketball Fans Who Only Care About The NCAA Tournament. Ohio State Football Fans crushed Coach Cal Haters, gaining 73% of the vote in their contest. Was OSU seeded too low? We’ll find out when they take on #BBN. More Annoying: Kentucky Basketball Fans or Ohio State Football Fans?4. Indiana Basketball Fans vs. 5. Auburn Football Fansaubind2Auburn Football Fans just edged Oregon Football Fans, 55%-45%. Indiana Basketball Fans were voted more annoying than Wichita State Basketball Fans, 65%-35%. This could be one of the closest matchups of the entire round. More Annoying: Auburn Football Fans or Indiana Basketball Fans?2. UConn Women’s Basketball Fans vs. 10. People Who Talk About Their NCAA Bracket PicksuconnwbracketsUConn Women’s Basketball Fans took down Syracuse Lacrosse Fans, 71%-29%. People Who Talk About Their NCAA Bracket Picks actually scored the first upset of the tournament, taking down Louisville Basketball Fans, 59%-41%. It’ll be interesting to see which group people find more intolerable here. More Annoying: People Who Talk About Their NCAA Bracket Picks vs. UConn Women’s Basketball Fans3. S-E-C Chanters vs. 6. Drake Apologists drakesec A particularly strong early round matchup here. S-E-C Chanters demolished Boise State Football Fans, 76%-24%. Drake Apologists crushed NC State Basketball Fans, 69%-31%. Good luck picking this one. More Annoying: Drake Apologists or S-E-C Chanters?Vote On The #FSUTwitter Region Below1. Duke Basketball Fans vs. 9. Kansas Basketball FansdukeKUDuke Basketball Fans beat out Arizona Basketball Fans, 85%-15% in the opening round, proving their worthiness. Kansas Basketball Fans, on the other hand, just eked out Oklahoma Football Fans, 51%-49%. Who marches on to the Sweet 16?  More Annoying: Duke Basketball Fans or Kansas Basketball Fans?4. Fans Who Tweet At Recruits vs. 5. West Virginia Football FanswvutwitterFans Who Tweet At Recruits put a whooping on Ole Miss Football Fans, winning 80%-20%. West Virginia Football Fans beat out Conference Realignment Rumormongers, 52%-48%. The Twitter hacks are going to be tough to take down. More Annoying: West Virginia Football Fans or Fans Who Tweet At Recruits?2. Florida State Football Fans vs. 7. North Carolina Basketball FansuncfsuIt’s an all-ACC matchup in this one. Florida State Football Fans defeated Baylor Football Fans, 79%-21%. North Carolina Basketball Fans cruised against Michigan State Basketball Fans, 72%-28%. We’ll see if they can stop #FSUTwitter’s run to the Final Four. More Annoying: North Carolina Basketball Fans or Florida State Football Fans?3. USC Football Fans vs. 11. NCAA ApologistsuscncaaUSC Football Fans had a strong showing, gathering 83% of the vote against Rutgers Football Fans. Meanwhile, in a true upset, NCAA Apologists took down Florida Football Fans, 52%-48%. The Trojans fan base is a heavy favorite here. More Annoying: NCAA Apologists or USC Football Fans?Vote On The #WeAre Region Below1. Notre Dame Football Fans vs. 9. Maryland Basketball FansndmdNotre Dame Football Fans may be the most annoying group in the country when it’s all said and done. Irish supporters scored 86% of the vote against BYU Basketball Fans in the first round. Maryland Basketball Fans scored an upset, taking down Iowa Football Fans 55%-45%.  More Annoying: Notre Dame Football Fans or Maryland Basketball Fans?4. Miami Football Fans vs. 5. Michigan Football FansmichmiaMiami Football Fans were voted more annoying than Nebraska Football Fans, 60%-40%. Michigan Football Fans, perhaps underseeded, crushed UCLA Basketball Fans, 77%-23%. This one should be tight. More Annoying: Michigan Football Fans or Miami Football Fans?2. Penn State Football Fans vs. 7. Texas Football FanspsuUTTwo fan bases of traditional powerhouses that had no trouble in the first round. PSU Football Fans took down Arizona State Basketball Fans, 80%-20%. Texas Football Fans were almost as dominant, knocking off Virginia Tech Football Fans, 73%-27%. More Annoying: Texas Football Fans or Penn State Football Fans?3. UConn Men’s Basketball Fans vs. 6. Texas A&M Football FansamuconnIn a matchup of former Big East rivals, UConn Men’s Basketball Fans were voted way more annoying than Villanova Basketball Fans, 82%-18%. Texas A&M Football Fans had no problem with Dick Vitale Haters, pulling in 61% of the vote. More Annoying: Texas A&M Football Fans or UConn Basketball Fans?Vote On The #PAWWWL Region Below1. Alabama Football Fans vs. 8. South Carolina Football FansbamascAlabama Football Fans, a strong 1-seed, crushed Kenny Chesney Apologists in the first round, 82%-18%. South Carolina Fans were voted more annoying than that of their rival, Clemson, 60%-40%. We’ll be surprised if the Tide don’t roll on here. More Annoying: Alabama Football Fans or South Carolina Football Fans?4. Georgia Football Fans vs. 5. Syracuse Basketball FansugacuseEasily one of the hardest matchups to call in this round. Georgia Football Fans were voted more annoying that SEC Network Conspiracy Theorists, 53%-47%. Syracuse Basketball Fans, one of the best-traveling college basketball groups in the country, took down Gonzaga Basketball Fans, 73%-27%. This one is a toss-up. More Annoying: Syracuse Basketball Fans or Georgia Football Fans?2. Big East Nostalgists vs. 10. Tennessee Football FanstennBEBig East Nostalgists, who probably watch that 30 For 30 on repeat, cruised to victory over Georgetown Basketball Fans, 68%-32%. Tennessee Football Fans, on the other hand, scored an interesting upset over West Virginia Basketball Fans, 64%-36%. Are Vols supporters underseeded here? More Annoying: Tennessee Football Fans or Big East Nostalgists?3. Paul Finebaum Callers vs. 6. LSU Football FanslsufinebaumSome of these people may actually fit into both categories, but regardless, it should be close. Paul Finebaum Callers, who more-than-deserve a category of their own, beat out Johns Hopkins Lacrosse Fans, 77%-23%. LSU Football Fans had no trouble with Pitt Basketball Fans, triumphing 80%-20%. Good luck picking this one. More Annoying: LSU Football Fans or Paul Finebaum Callers?Check Out The Entire First Round’s Matchups Here >>>last_img read more

Blue Jays Breakout Is No Surprise But Dont Forget The Ws And

As if to put an exclamation point on their recent winning ways, the Toronto Blue Jays went into the Bronx over the weekend and swept the AL East-leading New York Yankees by a combined score of 10-1, narrowing New York’s division lead to a mere game and a half.The Blue Jays’ hot streak has been linked to their aggressive deal-making before MLB’s July 31 trade deadline. But as Victor Mather of The New York Times rightly pointed out in a column Monday, Toronto had the characteristics of a dominant team before they added any players. As of July 28, they possessed the American League’s top per-game run differential and its best underlying statistical fundamentals, despite a sub-.500 record.Baseball statheads have long known that a team’s run differential is generally a better predictor of future wins and losses than its record. So, it stood to reason that the Blue Jays would eventually turn things around. But we should also be careful not to swing too far in the opposite direction and ignore team records entirely.Run differential — which is usually expressed on the same scale as a winning percentage using the pythagorean formula — is indeed a better predictor than a team’s actual record. When predicting future wins at this stage of the baseball season, run differential is about 1.8 times as important as actual winning percentage. But that still means the optimal mix of pythagorean and actual winning percentages is roughly a 65-35 split, a ratio that gets closer to 50-50 as the season draws toward its end.This means that even if you know a team’s run differential, it also pays quite a bit to know its W-L record. While teams do tend to regress toward their underlying metrics, especially early in the season, we can capture additional signal by measuring a team’s ability to actually win ballgames (shock!).As for the Blue Jays, they’re clearly one of the AL’s best teams, especially with the extra weapons they picked up at the deadline. But their recent run of success wasn’t completely fated by their great underlying metrics earlier in the season — odds are, that disappointing record also said something real about them. read more

Press Release Chamber of Commerce

first_imgAfter the Disaster . . . What Should I Do Now?Information to Help Small Business Owners Make Post-Disaster Business DecisionsBy Daniel J. Alesch, James N. Holly, Elliott Mittler, and Robert NagyUniversity of Wisconsin-Green Bay Center for Organizational StudiesPublished by the Public Entity Risk Institute On the Web at: www.riskinstitute.orgPublic Entity Risk InstituteThe Public Entity Risk Institute’s mission is to serve public, private, and nonprofit organizations as a dynamic, forward thinking resource for the practical enhancement of risk management.  PERI pursues its mission by:Facilitating the development and delivery of education and training on all aspects of risk management, particularly for public entities, small nonprofit organizations, and small businesses.Serving as a resource center and clearinghouse for risk management, environmental liability management, and disaster management information.Operating an innovative, forward-looking grant and research program in risk management, environmental liability management, and disaster management.For complete information on PERI’s programs and information services, visit our Web site at www.riskinstitute.org.To access a wealth of risk management intelligence, visit the Risk Management Resource Center, at www.eriskcenter.org, a collaborative Web site operated by PERI, the Public Risk Management Association (PRIMA), and the Nonprofit Risk Management Center (NRMC).Public Entity Risk Institute11350 Random Hills Road, Suite 210Fairfax, VA 22030Phone: (703) 352-1846FAX: (703) 352-6339Gerard J. HoetmerExecutive DirectorThe Public Entity Risk Institute (PERI) provides these materials “as is,” for educational and informational purposes only, and without representation, guarantee or warranty of any kind, express or implied, including any warranty relating to the accuracy, reliability, completeness, currency or usefulness of the content of this material.   Publication and distribution of this material is not an endorsement by PERI, its officers, directors or employees of any opinions, conclusions or recommendations contained herein.   PERI will not be liable for any claims for damages of any kind based upon errors, omissions or other inaccuracies in the information or material contained on these pages.   PERI is not engaged in rendering professional services of any kind, and the information in these materials should not be construed as professional advice. Users bear complete responsibility for any reliance on this material, and should contact a competent professional familiar with their particular factual situation if expert assistance is required.Business Survival is not Assured by Reopening the DoorsDuring a PERI-funded research project, we worked with more than 120 small business owners and managers of not-for-profit organizations all across the country to understand what happens to them following various natural disasters.We’ve talked with some a few months after the disaster, with some as many as seven years after the event, and, with still others, every year for five years after the disaster.We’ve reached several important conclusions that should weigh heavily on any business owner’s decisions about what to do with his or her business in the aftermath of a major disaster:First, we have concluded that disaster events cause problems for businesses unrelated to the amount of direct damage they sustain from the event and from related events, like fire following an earthquake.Second, we found that, unless the business owner makes good decisions about recovery, the largest losses to the business come in the years after disaster and not from the direct damage of the disaster itself.Third, we found that, following any large scale disaster in a community, things never get “back to normal.” The community almost always changes permanently, ______________________This article is a supplement to a research project report — Organizations at Risk: What Happens When Small Businesses and Not-for-Profits Encounter Natural Disasters — written by the same authors and published by the Public Entity Risk Institute (PERI).The research project was supported with a grant from PERI.    The complete report is available at no charge on the PERI Web site, at www.riskinstitute.org. It is located in the Publications, Tools, Resources section of the site, in the list of Disaster Management materials.Printed copies of Organizations at Risk, also available at no charge, can be requested through the Web site, or by contacting PERI at:Public Entity Risk Institute11350 Random Hills Rd., Suite 210Fairfax, VA 22030Phone: (703) 352-1846Fax: (703) 352-6339Creating a new business environment in which doing business the old way often results in operating at a loss for years and, then, when all equity in the business is used up, going out of business.Finally, we found that it is possible, if an owner takes the right steps, to not only survive a major natural disaster, but to achieve real business viability in the postevent environment.Among the factors that significantly contributed to business failures are:The effect the disaster event has on the customer base.The kinds of products or services the business provides.The business’ inability or unwillingness to respond appropriately to the new, post-event environment.The overall financial strength and stability of the business before the event.The owner’s inability or unwillingness to recognize the options available.What to Expect in the Weeks and Months Following the DisasterYour personal life will become stressful and uncertain following the event, even if you did not lose anyone close to you in the disaster.   You are likely to experience considerable ambiguity, particularly if both your home and your business were damaged.   For many business owners, stress will come simply from memories of the experience.   You, or members of your family, may experience difficultly sleeping soundly. Much of the stress will come because your primary source of income is gone, at least temporarily.   Some stress will be passed on to you from stressed employees.   There will be stress around insurance delays, questions about coverage, and settlements.   You may find yourself stressed about things you wish you had done, but there is little to gain in “I wish I woulda . . .” laments.   Finally, all the stress around the business and loss usually leads to increased stress at home.In your business neighborhood, there will almost always be an underlying assumption on the part of business people, property owners, and public officials that “things will get back to normal soon,” but they will not.   We found that there is often social pressure from other business people in the damaged area to get back into business and to make things like they were before.You will receive little information about rebuilding plans from the city or from owners and much of that information will be contradictory or wrong. State and local governments may be slow to respond with needed variances and recovery policies.Many people who lived in the damaged area and either lost their homes or experienced other losses will move away, many of them permanently. Volunteers and others will be there to help clean up, but they, too, will disappear as the physical evidence of the disaster is trucked away.Fundamental changes in the community will already have begun. Neighborhood trends that had started before the event are likely to speed up.   The neighborhood will change forever, even if the buildings are put back just the way they were before the event.   A new set of relationships, new neighbors, and new business patterns will develop.The businesses that survive will be those whose owners and managers understand and adapt to the new business environment.Options to Consider and Questions to Answer Before You Spend a Lot of Money to Reopen Your BusinessPerhaps the most difficult factor for a business owner to deal with is recognizing the available options.   In our research, we found that many owners failed to see that they had alternatives available to them; in so doing, they severely limited themselves and their potential responses to the disaster. Too many business owners simply continued, after a disaster event, to do what they had done before the disaster event.   Their failure to consider the available options made it difficult to respond appropriately to the new, post-event environment.   Most of these businesses fell by the wayside.However, a few entrepreneurs did consider the options available to them.   In doing so, they were able to devise or, in some cases, they just happened upon, recovery strategies that enabled them to avoid almost certain failure.   These strategies frequently led to profitable futures.The suggestions included here for post-disaster business recovery are predicated on your willingness to consider the options available to you as a business owner and your desire to make informed business decisions.We’ve put together, based on our research, a series of things to consider and questions to answer that will help you develop a sensible post-disaster strategy.   That strategy is intended to increase the probability that your firm can become financially viable in the post-event environment. Facebook Twitter Google+LinkedInPinterestWhatsApp#TurksandCaicos, September 15, 2017 – Providenciales – FIRST, REALLY UNDERSTAND YOUR BASIC OPTIONSAfter a major disaster, almost every small business owner says, “Wow, that was quite a bump in the road.   Time to get back to business.”   And then he or she continues doing the same things in the same way, assuming things will get back to normal.Following major disasters such as a strong earthquake, a major hurricane, widespread flooding, rioting and civil disruption, or a devastating terrorist attack, things change forever.   What that means is that your business environment is changed and that what worked well in the past may not work at all now, especially in your current location.When a major disaster affects you, your financial survival depends on how well you make decisions in the new environment.   One of the very first things you should do is identify the basic options that are available to you.   It is not good enough to say, “Well, this business is what I do.   It is the only thing I know.”   You have to consider other things.We think that, initially, you have at least three basic options available to you.Option One – You can reopen your business.Option Two – You can close your business.Option three – You can (try to) sell or transfer the business to someone else.Too often, in the stressful aftermath of disaster, a business owner chooses to reopen his or her business without considering or even knowing about the alternatives available, factors to consider, or the potential consequences of his or her actions.   Some additional information about how to pursue each option, which may influence your choice of options, is provided below.   This additional information should be studied before any decision is made.   (The advantages, disadvantages and other issues to consider when deciding whether or not to reopen your business after a disaster are discussed in the next section of this article.)Option One – Reopen Your BusinessYou can finance your business reopening with company assets, personal saving, low-interest loans, traditional loans, insurance proceeds, investment, family loans, credit cards, and so forth.You can reestablish your business at the same location or you can relocate your business. (Some loans and grants have conditions that prohibit relocation.)You can reopen your business offering the same products and services you provide before the disaster event or you can change, in part or entirely, the products and services you provide.Option Two – Close Your BusinessYou can walk away.You can liquidate the businessYou can start a new business with new product/services or the same product/service you previously provided.You can go to work for someone else.You can retire.Option Three – You Can (Try To) Sell or Transfer the Business to Someone ElseYou can sell or transfer the business to your children. (If they are interested in running a business.)You can sell or transfer the business to a competitor.You can turn over the business to a relative or former employee.These options are not singular or mutually exclusive.   For example, you may walk away from one business and start a new business, in a new location, that provides products and services, which may be the same or different from your previous business.Very likely, you will be able to think of other options. The three basic options we’ve outlined are just for starters – something to get you thinking.SECOND, ANSWER THESE QUESTIONS BEFORE DECIDING WHETHER TO REOPEN YOUR BUSINESSWhat Happened and What Is Happening?Make an effort to understand what happened and what is happening as a consequence of the event.   This is a difficult assignment because everything will be in flux, surrounded in ambiguity, and changing rapidly.   Information will be unreliable.   That means that one quick look around will not be enough.   The problem is that you need accurate, reliable information on which to make sensible decisions about your business in the post-disaster environment.   You will have to be engaged in a continuous effort to know what is going on in your neighborhood, your business community, and your local jurisdiction.What Happened to Your Customers?If you are in manufacturing or wholesaling, it is likely that your customer base is geographically dispersed.   Only a few of them may have suffered losses from the event.   In that case, it is important for you to do what is necessary to ensure that you meet your customers’ continuing needs.If you suffered significant losses and will have to be closed for some time, it is important to learn what your customers are doing during the time it takes you to reopen.   If your customers did not suffer major losses, they may change their buying habits and you may have to fight an uphill battle to win them back.   Do your customers still want or need your product or service? Can they afford it?Whether it makes sense to reopen your business depends mainly on what happened to your customers as a result of the event.    If all or most of your customers suffered large losses as a consequence of the disaster, there is little reason for you to reopen quickly, unless you have something they need desperately.   For example, it usually makes sense for lumberyards and building supply, pharmacies, physicians, furnishings and appliances, construction, dry cleaning and laundry, and grocery stores to reopen quickly.However, if you sell goods and services that come from discretionary money, your customers may not be able to afford what you have to offer as they attempt to pick up the pieces.   We found that people who had big losses put off spending money at the optometrist, at specialty restaurants, for things like recreational gear, and for jewelry and expensive gifts.   Sometimes, your customers may move away. In that case, reopening is like starting over.How Much Did You Lose and Where Will the Money Come From to Reopen?If you suffered losses and were not insured, where will the money come from to reopen? Most business owners we talked with used their life savings, borrowed from relatives, used their credit cards, got a little help from suppliers and/or customers, or got loans through the Small Business Administration or from conventional lenders.   A few got loans or grants from local government. Do not expect any money from FEMA, the Red Cross, or other disaster assistance organizations – small businesses and small business owners usually are not eligible for that kind of assistance.Before you decide to use your life savings or borrow money from organizations that require you to use your home and other personal assets as collateral, it makes sense to take a very serious look at your business prospects in the post-disaster environment.   There is a very good chance that your old business plan is no longer viable, depending on what happened to you and your customers.We talked with dozens of small business owners who used all their savings to reopen a business that went nowhere in the post-disaster environment.   They lost their savings and the business.   Often, reopening after a major disaster is like starting a new business. Banks and the SBA will probably be willing to loan you money to reopen based on your experience before the disaster, but, before you make that commitment, make sure you have a solid business plan for the post-disaster environment.Before you reopen, understand fully that things will never be the way they were before.   Last year’s business plan is dead as a dodo.   It is time to conduct a new feasibility analysis and to rebuild your pro forma and cash flow analysis before committing any cash to the new venture.   If you can reopen without putting any significant amount of money into the venture and you have good reason to expect your customers to be there, then go ahead.   But, unless you have a service or product that people need desperately, expect that your business will not be what it was before the event for a long time.In any event, it makes sense to be cautious.   Be cautious about how you use your insurance proceeds; don’t confuse cash flow with investment.   Be wary of taking loans that require you to use personal assets, like your home, as collateral.   Be wary of taking loans that will be forgiven if you stay in the same business in the same location.   You may be far better off moving to a new location.If you are at or near retirement age, you will want to think particularly carefully about reopening the business.   Many people we interviewed put their savings back into a business that did not survive the next five years.   You may be better off liquidating your business assets and putting your money in safer investments.   Sometimes, even if your alternatives look bleak, it still makes sense to walk away.If you had insurance that covered most of your losses, you are in the minority of small business owners.   Many small firms will have experienced uninsured disaster related losses from damage to their plant or equipment, their inventory, and to the building they rent or own.   Many more lose money from uninsured business interruption in the chaotic period following the disaster.How Strong Was Your Business Before the Event?How Well Is Your Firm Positioned with Regard to the Dominant Trends in Your Industry?   Even if your organization was doing well before the disaster, it is important for you to take a hard look at where your firm is with regard to dominant trends in the area where you do business.   Retail patterns are, of course, changing.   Small town, downtown merchants are having a tough struggle against giant chain retailers located on the outskirts of town.   If your firm is positioned favorably with regard to industry trends, your chances of surviving a disaster are much better than if your firm is in an uphill fight against major trends.Only you will know how strong your business was before the disaster.    If you were losing out to the competition before the disaster, there is no reason to believe you can do better after the disaster.   If your firm was doing well, growing and becoming more profitable each year, chances are you can do well after the disaster, provided you can retain your customers in the unsettled times after the event.Are You Able to Give What It Is Going to Take?It takes a lot of energy and commitment to start a new business.   You know that.   You’ve done it.   Remember that, following a real disaster, it usually takes that same level of commitment and energy to revitalize a business that has suffered a disastrous event.   Ask yourself whether you still have the drive needed to do it again.   If so, good luck with your venture.   If not, it makes a lot of sense to reconsider your options. 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State Receives Eight Bids From Hilcorp In Cook Inlet Lease Sale

first_imgThe lease sales continue to include terms and conditions to promote exploration and development of Alaska’s oil and gas resources. Facebook0TwitterEmailPrintFriendly分享The Alaska Department of Natural Resources announced that the state has received eight total bids in the Cook Inlet lease sale. The preliminary sale results will be posted later today at www.dog.dnr.alaska.gov. The division did not receive bids in the annual Alaska Peninsula oil and gas lease sale. Chantal Walsh, director of the Division of Oil and Gas: “The State of Alaska’s oil and gas leasing program is critical for the responsible development of our world-class resources and for our economic well-being. Through our lease sales, we seek investors to explore and develop on state lands for the benefit of all Alaskans.” The Division of Oil and Gas received a total of eight bids encompassing 16,636 acres and totaling approximately $298,800 in bonus bids from Hilcorp Alaska LLC, according to preliminary results from today’s annual Cook Inlet oil and gas lease sale.last_img read more

first_imgWhen contacted by FOLIO:, Scovotti declined to offer many details of the self-financed projects but says, with no shortage of grand ambitions, that NueMedia will “change the face of trade publishing forever.” “It is my belief that if the concept by which trade magazines were launched was born today, there would be no trade magazines, no reason to have paper assets,” he says. “Naturally, the world of market space is a world that offers us tremendous amounts of capability and variety that we can’t get out of static media.”In its long-term business plan, Scovotti says NueMedia will add tools that will give advertisers the capability to connect to customers 24 hours a day, “regardless of where they are and regardless of which instrument they have at their disposal—they won’t even need to access the internet. … This field is wide open for somebody who knows how to put together and deliver the right package, and that is our goal.”NueMedia intends to have the portals live by mid-April and fully operational by early May, Scovotti says. Last summer, Cygnus Business Media shut down several magazines in sectors it said were “depressed due to market conditions.” Now, a new company formed by former Cygnus staffers has purchased the publishing assets of a pair of those shuttered trade titles.NueMedia LLC said earlier this month that it acquired the content, circulation and product archives associated with Wood Digest and Finishing magazines from Cygnus. The deals did not include the magazines’ brand identities, which Cygnus retained.NueMedia is made up of president Ross Scovotti, a former Cygnus regional sales rep, and ex-Cygnus commercial woodworking group publisher Jay Schneider as CIO.Under NueMedia, Scovotti and Schneider say they are developing a pair of “Digital Information Portals” around Wood Digest and Finishing called WoodIQ.com and FinishingIQ.com, respectively. Instead of relaunching the brands in print, NueMedia’s DIPs will utilize 4G mobile technology (the successor to the 3G standard) to deliver new and archived commercial woodworking articles and information from the portals to its audience of business professionals.last_img read more

first_imgEnlarge ImageThe SpaceX Falcon Heavy sits on the launchpad in Florida. SpaceX The first time we watched a Falcon Heavy take off, over a year ago, it carried Elon Musk’s personal Tesla Roadster into space. Now, with the delivery of Saudi Arabia’s Arabsat-6A telecommunications satellite into orbit Thursday, Falcon Heavy is proving itself as a commercial launch vehicle.Falcon Heavy, the most powerful rocket currently in use, blasted off from Launch Complex 39A at NASA’s Kennedy Space Center in Florida. It was originally scheduled for a Wednesday launch, but uncooperative winds caused the delay. 16 Photos SpaceX completes its first commercial mission to space Share your voice centercoreEnlarge ImageFalcon Heavy’s center core landed on the SpaceX droneship. Video screenshot by Amanda Kooser/CNET SpaceX planned a landing of the rocket’s side boosters on pads known as Landing Zones 1 and 2, while also aiming to bring the center core down gently on the floating Of Course I Still Love You droneship. The side boosters safely returned to Earth in a nicely coordinated landing. The center core then successfully touched down on the droneship, a first for SpaceX.The original Falcon Heavy demonstration mission in early 2018 involved the safe recovery of the two side boosters, but the center was lost when it plunged into the Atlantic Ocean.Musk had estimated the Falcon Heavy’s risk of failure at 5% to 10% because of unproven changes made since the first demonstration launch.  Now playing: Watch this: Tags 4 Elon Musk Space SpaceX Tesla 7:48 Elon Musk shows off the shiny SpaceX Starship This launch signals the start of a new evolutionary era for SpaceX’s commercial flights. Falcon Heavy is a monster capable of carrying 141,000 pounds (64 metric tons) into orbit. That’s a lot more than a Tesla Roadster weighs. First flight for Falcon Heavy Block 5 means there is some risk of failure between 5% to 10% imo. Many good design improvements from Falcon Heavy demo, but the changes are unproven.— Elon Musk (@elonmusk) April 10, 2019 Sci-Tech Commentslast_img read more

Video Battle Of The Bots Chapter 2

first_imgIn the aftermath, the Robonauts took their beloved robot, Ruckus, and went back to the practice field.The Houston-based team from Clear Creek Independent School District were one of the most highly anticipated teams at the 2017 FIRST Robotics Competition — the world championships for student robotics.Then, they had a costly mechanical issue during a match.Watch the video above to find out what happens. If you need to catch up, take a look at the first chapter.Keep up with all new episodes of Imaginarium on YouTube. Subscribe to our channel. Sharelast_img read more

Teeter Leads Canada Lacrosse U19 Evaluation Camp

first_img SYRACUSE, NY – University of Louisville head coach Scott Teeter is leading the 2019 Canada Women’s Field Lacrosse U19 National Team Evaluation Camp, which continues through Sunday, June 30 in Syracuse, NY.Teeter has served as head coach of the Canadian U19 National Team since 2009.The camp will be used to determine Canada’s final roster for the U19 Women’s Field Lacrosse World Championship, which will take place in Peterborough, Ontario from August 1-10.”I’m extremely excited to get back on the field with these talented young women,” said Teeter. “Although we have some tough decisions to make, we feel these athletes are very talented and will leave it all on the field. I challenge my staff and I to get it right as we look to defend our world championship in August.”Teeter guided the team to a bronze-medal showing during the 2011 championship in Hannover, Germany, before earning the country’s first women’s field lacrosse title at the 2015 FIL World Championship in Edinburgh, Scotland. Also in 2017, Teeter led the Canadian National team to a pair of silver medals, both at the FIL World Cup held in England and the World Games in Poland.For the latest information on Louisville lacrosse, visit GoCards.com, or follow the team’s Twitter account at @LouisvilleLax or on Facebook at facebook.com/UofLLacrosse.Print Friendly Version Story Linkslast_img read more

Partnership bringing realtime parking information to urban motorists

first_img Each system works by making use of embedded sensors – physical devices that are embedded in the roadway, parking lot or other parking sites. Information from the sensors, care of Cisco, is routed to a cloud based facility where data can then be disseminated to drivers via smartphone using the Streetline app, Parker.The app allows drivers to actually see, in real-time, where available spaces are located on a map. Once they’ve chosen which one they’d like to use, the app then offers a hands-free navigational assist to help them get there as quickly as possible. Parker also shows pricing and the time frame during which parking spots are available for use. Also, users can tell the system where they’d like to go, to a movie theater, for example, and Parker will display parking lots or garages in the vicinity. And for those that sometimes forget where they parked their car, Parker allows their spot to be pinned to a map as they leave their vehicle.Some of the networks use sensors embedded in parking meters, most of the rest are installed by drilling a golf ball sized hole in the pavement and pasting it in place. The top of the sensor is exposed and lies even with the pavement, allowing for measuring light changes or the actual presence of a vehicle using a magnetometer. Information from each sensor is sent to a Cisco WiFi mesh network which optimizes the most efficient path to the cloud via a control box located in a central nearby facility. The Parker app is available for both iOS and Android devices. IBM looks to take pain out of parking © 2012 Phys.org (Phys.org)—A partnership between smart parking solutions provider Streetline, Inc. and Cisco has resulted in the implementation of WiFi networking systems based on embedded sensors and a smart phone app currently being used in several major cities in the United States. The system is expected to reduce the amount of time drivers spend looking for parking spaces and to increase the amount of revenue cities are able to get from motorists paying to park. The partnership has already led to networks being installed in several California cities as well as in Washington D.C., Knoxville TN, Reno NV and Fort Lauderdale, FL. Citation: Partnership bringing real-time parking information to urban motorists (2012, December 5) retrieved 18 August 2019 from https://phys.org/news/2012-12-partnership-real-time-urban-motorists.htmlcenter_img Explore further More information: www.theparkerapp.com/ This document is subject to copyright. Apart from any fair dealing for the purpose of private study or research, no part may be reproduced without the written permission. The content is provided for information purposes only.last_img read more

Discovery has bought a stake in digital studio Bat

first_imgDiscovery has bought a stake in digital studio Batanga Media.Latin America and US Hispanic-focused Batanga creates online, social and mobile branded content. It runs the Batanga, iMujer, Vix and Bolsademulher sites.The Discovery deal sees the channels giant buy into the company and form a strategic partnership whereby its content is distributed via Batanga’s outlets.The social content firm has 40 million Facebook followers, claims 90 million monthly unique users and said it had 780 million video views last month.Enrique R. Martínez, President and Managing Director of Discovery Networks Latin America/US Hispanic said: “Our investment in the largest independent digital content company in Latin America shows Discovery’s commitment to grow even further within the region, to build our presence across new platforms, and provide an unmatched service for superfans across all screens… and providing our advertisers unique branded content opportunities in a digital and social environment.”Rafael Urbina, CEO, Batanga Media added: “This is a winning scenario for us, allowing our company the opportunity to remain independent and build our own future,while at the same time, having the support of one of the best media and entertainment companies in the world.”Discovery has made a series of digital investments as it seeks to diversify beyond its core channels and programming business.It has stakes, or owns sites and brands including The Dodo, NowThis, Seeker and Thrillist.last_img read more