text:
This report was conducted for the board of directors of "Warren Soft Drinks LTD" and it is based on the information in the case study given.
The below analysis consists an internal situation analysis, problem identification and recommendation/ suggestions and developments which would benefit the company as well as potential strategies for the company to move from its present position into a more successful one and increase the company's sales performance.
To: The General Manager of Warrant Soft Drinks
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Subject: Report on the situation of company with recommendation in order to improve sales results and optimise company's resources within the limits of the specific market.
1.1.2. 1.1. General
The company has been established in the soft drinks market selling their products via Retails, wholesalers and vending machines network.
However there is not any indication of a proper strategic plan for growth but rather local tactical actions imposed by the divisional managers which might work in a certain environment and culture and not in general
1.1.3. 1.2. The Market and Market Size
The British Market, which consists 58 Millions people population
The Northern Island, which consists of 3 Millions people population
1.2.1. The Market can be identify by :
Users or type of organisations purchase the products:
Home Use
Commercial offices
Public or Government
Other Organisation (Churches e.t.c)
Restaurants & Fast Food
Pubs (with future Expansion)
1.2.2. By Geographical Areas
* Local by serving the Existed four areas plus Northern Island (in the near future)
* International Markets. (With future expansion)
1.2.3. By volume buying profile
a) Large (Key accounts)
b) Medium,
c) Small.
According to Donaldson (1998) The Major/Key accounts have the following characteristics :1
* They account for a significant proportion of existing or potential business for the firm
* They form part of a supply chain in which efficiency is enhanced by cooperation rather than conflict. (we can see that Warren wants to provide the vending machines and leave them to be serviced in the future by the owners)
* Working interdependently with these customers, rather than independently has benefits in lower transaction costs, better quality or joint product development.
* Supply involves not just product but other service aspects, whether technical support, "just in time" manufacturing or market developments potential. (for Example the Brewers/Pubs would ask for continuous supply of the softdrink products.
* There are advantages to both parties in close, open relationships rather than a focus on transaction efficiency.
For example the Pubs and the Brewers sector that Warren Company is going to enter is a Large Key account and will give maximum sales to the company.
1.2.4. By Nature of Product Usage
How it is used by different customers
1.2.5. or By Distribution used
Retailers Institutional
Direct Selling
Vending Machines & Other
1.1.6. 1.3. The Need
Ready mixed soft Drinks to be purchased via Retailers, Wholesalers and Vending Machines, however the end user need it to be served and/or sold in refrigerators in order to satisfy the thirstiness from the continuous warm changing environment, enjoyment, relaxation or entertainment.
This need is also affected by seasonality in two ways one due to the increase use of the existed people in the same market as well as due to tourism or visitors coming from another country.
An emerging need also might come from various social, sport e.t.c. events in the planned various geographical areas of the country.
1.4. Product
Depending where the product is sold, used and served it consists of :
* The physical entity of the product in canned or PET bottles.
* The Size of the above (serves different market needs)
* The possible intangible portion of advertising or promotions appear on the scan
* The Servicing Support and Refrigeration
* The Possible training
* Private Labeling
1.1.7. 1.5. Product Differentiation
* Carbonated Drinks
* Mineral Waters &
* Still Concentrates
1.1.8. 1.6. Market Concentration
Market is evenly spread regarding home use, however there is a high seasonal trend in high tourist areas.
1.1.9. 1.7. Industry Trends
Industry is growing in consumption due to weathering conditions attitude of people to clean bottled water or refreshments.
1.1.10. 1.8. Distribution Channels
Depending of the customer usage the channels are :
a) Retailers
b) Wholesalers
c) Stores
d) Direct Selling
e) Vending Machines
f) Restaurants/ Fast Food
g) Key Accounts
h) Pubs (as a future development)
2.1. PRODUCT: So far there is not any action by the company from the fact that vending machines contributes 10% of the company's product plus also the fact that salespersons on vending spend most of their time on serving the machines rather than going for new contracts. It seems that Warren Company loosing sales opportunities by not examining the growth that would
The Company has followed the trends and offers the main categories of carbonated drinks (both canned and in PET bottles), mineral water and still concentrates
However by serving the same customers and their objective is to develop their brand could add in their product portfolio beer, mineral water in various bottle in various bottle sizes, small water bottles with control flow of water system as well as various fruits drinks.
1.1.11. 2.1. Sales Force (PHYSICAL COVERAGE)
Problems: In general (whether in the Retail/ Wholesale or vending machines business) no proper physical coverage all over Britain.
The company has only 42 Sales Reps and having in mind the population of Great Britain (Wales, England, Scotland) together with Ireland we can see that the sales reps are not enough to cover the population.
The not proper physical coverage is also a hindrance to future expansion of the company
The Great area of South East Division is under strength. Having in mind the coverage and the concentration of the population in that part of UK we can see that we loose a very large part of the market.
Until now no distinction was drawn between major key accounts and small accounts, as they all have the same level of customer service, which is completely wrong policy because as I have stated in (paragraph 1.2.3.) the company should emphasize in the Large Key Accounts (such as Pubs and Brewers).
Lack of proper Marketing Research in order to decide the size of the sale force and how it could be assigned to geographical areas, specific accounts, key accounts and in general to be able to end up a system that sales results could be evaluated and controlled such as :
* Coverage per type of customers, geographic areas, size of customers possible to be served e.t.c.
* How the suggested coverage could be compared with the one of competition in terms of intensity and patterns? Warren needs to develop a competitive advantage.
* What is customer's location, concentration or dispersion into account? We need to improve selling time and effectiveness
* What we could do for prospect customers; Can we have a programme for developing new accounts? We need also to exchange information with the rest of saleforce all over Great Britain.
* Can we eliminate the factors facing Warren Calling on wrong customers or calling on wrong time or calling twice ? Need proper pre-call analysis and that is part of the selling skills training.
* Need for alignment of sales territories properly by volume, types of accounts, potential market, etc. Company need to implement a policy for alignment of Sales territories every two or three years depending on the development of each territory.
* Last but not least every change that the company has to do has to Hassles and internal rivalries (see the Manchester case)
* The company takes the view that almost anybody could be recruit to be a sale representative and trains him/her.
1.1.12. 2.3. Channels of Distribution
Following the above proposed coverage analysis the company needs to investigate and customer customarily buys from the selected distribution channels. Warren's marketing division should work closely with the selected channels of distribution.
Different channels of distribution are required for different types of sizes of customers of vending machines. Although the channels in theory might be effective in proactive, however might be costly to keep them.
There is no any national objective and a way to control the channels.
There is not any levels of influence by customer or territory, expect Scotland for consistent promotion, communication e.t.c.
There is no any direct or indirect communication and sales effort with channels of distribution or even the end user/customer.
ALL the above lead to the point that WARREN is not in a position to know whether the existed channels of distribution are doing the sales job Warren wants to perform. Lot of Selling time is lost on the road and the very good training programme misses its importance and lead to high salesmen turnover passing thus skills to competition.
1.1.13. 2.4. Communications (Promotion, Advertising, Publicity)
There is not any proper integrated/national communications programme which functions to make the prospect aware of and interested in Warren product offering, provide incentive to distribution, and motivate the direct sales force. Sales promotional plan is not existed facilitated by advertising or any other promotional activity that would help push sales and positioning the Brand Name.
1.1.14. 2.5. Sales Training
The existed Sales training is particularly concentrated on products hands on and field training just for the salesforce to know the low of communication to the customer, however there is not any indication of general Basic sales Skills Management Training Techniques applied to Saleforce or even to the Divisional Managers with Result, within the limit of the territory, traffic and tourism uncontrollable factors, Saleforce to loose valuable selling and travelling time, trying to develop systems or teams themselves which most of them lead to negative motivation and people leave the company to competition.
So Summarizing training is too long, expensive and sometimes wasted time because not all trained saleforce stay in the end in the company.
The minimum and necessary content of training should include:
o How to set his/her objectives and plan activities (including Daily pre-Call and post call Analysis)
o Time Management
o How to identify and motivate the customer
o How to develop the territory
o How to develop skill for negotiations and overcome objections
o How to get information from prospect customers and establish criteria for ordering
o How to close the Sale
o How to keep the customer continue "Sold"
Liase activities with other departments and keep control of customer's credits
o Develop Skills on Recruitment and Selection
o Staff Development
o Time Management
o How to develop a territory
o Sales Management
o Team Building and controlling salesforce
o Employee appraisal
Although the existed Sales training model that Warren Company use, helps sale force to understand the product difficulties internal and external communication of the Company it is not actually needed.
However the one-day training of Saleforce on the vending machine is not enough to make them productive and effective and that is why they cannot allocate their time properly in new contract, but rather serving the machines. In fact they should pass from the same sales management training with those Retail/ wholesale selling force.
As an opportunity I would also suggest once a month in the agenda of meeting to be included a Roll – Play exercise training that would territory salesmen to exchange messages of the current successful and unsuccessful sales cases.
A general inter-company magazine is not available that would allow information to flow from territory to territory and from person to person inter-company.
However the excellent training services would not be passed to competition as with the proposed re-organisation and changes in the Sales management styles the salesmen turnover it is expected to be minimized.
1.1.16. 2.6. Sales Management
Managers have not been training on the basic Selling skills to select, recruit, train, motivate and control both Saleforce and distribution channels as well as to secure and optimum quality of service offered to end users and distributors. There are not standardised intercompany policies on topics discussed with result differences to be created between Saleforce within the same territory. (e.g. Manchester case)
With the proposed territory re-organisation, additional training need explained above, standardized remuneration and motivation plan, as well as a yearly appraisal for both Salesforce and affiliated Retailers and Distributors. (Hendry, Johnson, 1993) 2
2.7 Motivation and Fringe benefits (Remuneration, Pension e.t.c.)
As I have identified in the Situation Analyses the majority of the Sales Representatives require encouragement and special incentives. Especially in the field Selling. According to Jim Blythe (2000) "someone who has a talent for selling but not motivation will not sale, whereas someone who with little talent but great deal of motivation will sell". For example in the case study we can see the field reps wanting a simple Company Logo in their Car in order to give the encourage and to feel secure that the company supports them in what their doing (Kotler 2000)3
So we can see in the company:
2.7.1. Remuneration is standardised to 80% by Salary and 20% by
Commission, however it creates differences with the one of vending machines, disappointment and high sales turnover.
2.7.2. Remuneration of venting machines Saleforce is only via direct commission on value of sales and one off 100 pounds for each placement.
2.7.3. Sales motivations are varied between territory divisional managers. This creates disappointments between territory salesforce people. According to Herzberg (1966) the payment method must be seen to be fair if demotivation is to be avoided ; the payment method is not in itself a good motivator. (Herzberg,1966)4
There is an important need for all motivations to be standardised for the same type of employee, however building up criteria for performance, distances, region difficulties e.t.c.
2.7.4. No promotional provision is foreseen for the vending machines saleforce who are motivated, feel alienated and at the same time leave the company.
2.7.5. There is not any territory, except for Scotland, or national sales competition or incentives for both salesforce or divisional managers.
2.7.6. Salesforce for retail/ wholesale section could drive a Vauxhal Vectra car where as the vending machine saleforce could only purchase their own by getting a low interest loan from Warren Company. This last creates an additional capital cost for the salesforce and if in a month they do not meet their profit expectations are disappointed and leave the company. One opportunity might exist for Warren to pay also the miles to the saleforce of vending machines.
2.7.7. Pension Scheme is applied to all staff based on sales targets expect for the vending machines Saleforce and what creates inequalities. An opportunity exists for Warren on a basis of vending machine target to offer a pension scheme also to those salesmen via an insurance company as long they say with Warren.(Blythe,2000) 5
1.1.18. 2.8. Organization / Management Restructuring
* Territories: Are not evenly divided according:
* Population
* Customer's structures
* Prospect Sales Value
* Unit Value
* Geographical Barriers
* Industry Growth
* Seasonality
* Prospect Social Trends and Labour/ industry mobility
Standards sales calls e.t.c.
1.1.19. 2.9. Division Headquarters re-located to central points
Division Headquarters are not all proper located so that either Saleforce is losing lot of selling and travelling time or Social time in case meetings are taken place during weekends. The same applies to Divisional Managers.
o Easily approachable with transport means
o Least Cost
o Least travelling time
o Take least selling time
o Live enough time for Saleforce to return home.
1.1.20. 2.10. Evaluation ; Control
There not any territory evaluation or sales potential and projection for the next five years as well as actual product sales from all competition in order to be able to calculate the market share of Warren and also to be able to build up Sales Target, quotas to Saleforce and distribution channels.
Actual sales are not evaluated within the territories as well as between territories in order to be able to create average/standard salesmen sales targets.
Sales results are not evaluated in response to advertising or three/four territory promotional exhibitions in order to locate the effectiveness/ elasticity of those communication tools.
There is lack of salesmen cost control both per territory and national level.
There is not any marketing intelligence report per territory and national levels
2.11. Benchmarking/ Monitoring of Sales force Efficiency
According to :
* Average number of Calls Per Salesperson per Day
* Average Sales call time per contact
* Average revenue per sales call
* Average cost per sales call
* Entrainment cost per sales call
* Percentage of Orders per 100 sales calls
* Number if new customers per period
* Number of lost customers per period
* Sales force cost as a percentage of total sales
Adapted from Kotler (2000) 6
Taking into account the opportunities discuss above and in order to improve Warren's Position I would recommend the Following that shall help Warren to change Emphasis on Sales Management and Directors. The market is there and the company should optimise resources in order to achieve targets following a proper marketing measurable sales and profit objectives to Divisional Managers and subsequently down to the roots of Saleforce.
The size of the sales force should be assigned to geographic areas and/or specific accounts.
1.1.21. 3.1.Territories
Divide Territories equally and have the division's Headquarter in the middle of the geographical area or at least at a convenient from transportation point of view location.
Divisional Managers and Saleforce might resist as they might lose their old contracts.
Divisional Managers should have a sales and profit target which should be delegated to the saleforce accordingly. (Blythe, 2000)7
1.1.22. 3.2. Salesforce (Retails/ Wholesalers)
On the basis of the territory potential and follow the Market Research recommended on paragraph 2.2.of Salesforce Coverage above standards should be implemented for making calls, visiting various types of customers, offering various types of products e.t.c.
Each Saleforce should draft a Weekly/Monthly activity report against the monthly/ yearly measurable objectives set by the Divisional Manager.
A monthly plan should be available to make planned visits to Retailers or wholesalers.
A given/ Budgeted expense cost should be allocated to the saleforce on the basis of last month sales for minimum promotional aspects. Also the small Budget on exhibitions should be increased.
Saleforce might resist to pressure or additional job done. Daily and weekly reports should be faxed or e-mailed to the divisional Managers.
I would also suggest the need of one salesman per territory to handle the Major accounts – pubs as well as the rest of the new segments. The duties of the key accounts salesmen could additionally be done by the existed saleforce with an extra sales motivation.
1.1.23. 3.3. Saleforce (Vending Machines)
Following a Market Research required and stated above in the opportunities of paragraph 2.2. Saleforce should have or draft an extended list of prospect customers and keep a daily and weekly record, which should be sent to the divisional managers also for action. Get a report from rest of the region vending machines saleforce just in case various companies have branches elsewhere.
A monthly plan should be available to make planned visits for new contracts to specific segments specified in the objectives of the vending machines sales team.
1.1.24. 3.4. Channels of Distribution
Potential market per channel of distribution per territory must be investigated.
Agreement has to be signed between Warren and the channels regarding the targeted monthly/ yearly sales/ objectives.
Saleforce has to work very closely with the distributor/retailer and to run common promotional activities.
Retailer's staff should have training on presenting effectively Warren's Products.
Local/territory events should be created in order to bust sales and consumption.
Saleforce should secure good position of Warren's Product in Retailer's shops.
The channels has to be broaden to include key Accounts, pubs, Restaurants and fast food and for this reason saleforce has to work many times at night build up relationships and to support this type of segment.
1.1.25. 3.5. Communications (Advertising, Promotion, Publicity)
National advertising should be implemented followed by a territory one to support both Retailers/ Wholesalers as well as the vending machine market.
Territory events and prices should be implemented with great publicity to bust sales.
For the reasons the Territory Manager should have a budget to spend based on the percentages of actual sales rather on the budgeted sales.
A Marketing Database report should be implemented to crate Marketing intelligence information free on certain rules to salesforce/retailers/ wholesalers and in full to Divisional Managers. This report should be also integrated to the Electronic reports handle by the division managers who are managing the saleforce.
A quality/ Hygiene and claims system should be available to satisfy and type of complain on the spot in order to build up customer's confidence on the product and company.
1.1.26. 3.6. Training
As suggested on the training opportunities above, Salesforce (both for the Retails/wholesalers or even the vending machines ones) and division managers should pass from training specified is paragraph 2.5. What they all have so far, expect the vending machine on the product training missing the selling skills techniques as well the sales management education to organise themselves effectively.
Although according to Blythe (2000) the Soft Drinks products that the Warren company is offering are simple products, for consumer markets, with low value and normally we would think that one-week would be enough for training. (Blythe, 2000)8
I would recommend a two months training duration for the Retailers /wholesalers and Key account training rather than three months.
The reason for that kind of training is simple we need to capture the Key Accounts such as Pubs and in order to do so we need to very good trained personnel.
1.1.28. 3.7. Sales management
Following the training to both saleforce and divisional managers saleforce has to manage the quality of service at retailers/ wholesalers level being able to set objectives, participate to common promotions with the network, offer them bonuses for exceeding targets and make sure that retailers/ wholesalers selves are always full of Warren's products.
Weekly/ Monthly/ Yearly results should be communicated to divisional managers or to a centralised computer system for evaluation and action in order to be able for Warren to discover shortages, trends, and other opportunities for growth. The emerge of new technological improvements within the business environment such as video-conferencing, Mobile phone, FAX, and other internet email systems could help the saleforce and the managers to communicate and exchange important information fast, secure and reliable without travelling and losing personal time, money and the opportunity lost of selling products instead of travelling.
Divisional Managers following their own training needs on paragraph 2.5. regarding recruitment and selection, staff development motivation and control should be able to manage both territory and saleforce via the daily/ weekly reports compare them with standards or objectives.
In this case an integrated computerized saleforce management system is required to give instantaneous report to both salesperson as well as to the logistics of Warren Company in order to avoid shortages and at the same time help the company to plan ahead.
Important also is to build a customers/ Suppliers Databases in order to crate Catalogue Marketing with Sample offerings to target potential customers and suppliers.
Via the Electronic Sales Management System monthly meeting could eliminated to ONLY ONE where all saleforce from territory meets together make a presentation of their actual sales, review target if any and play the suggested role play.
The data of the rest THREE WEEKS are fed into the Divisional Manager system and there should be an agreed time with each one saleforce the manager could exchange information, set objectives and tactics to follow. This corresponds to a Bank of information that belongs to particular salesman.
Division Manager then should give weekly guidelines to both to individual and the team as a whole.
The system could be extended to orders taking by saleforce the following:
* A full market report, as stated above, regarding potential market by segment, market concentration special events, e.t.c.
* Following that report a machine plan of action should be drafted and instructions for:
o Existed placements of machines and consumables
o Relocation of vending machines, if any, in case of low consumption
o New placement as a strategy for growth to new sales points and segments.
All Divisional Managers should have a sales budget as well as a profit one which should be reviewed or rolling on in every quarter.
Four times a year a Divisional meeting should exist to review total National Sales, set up new objectives, correct deviations, and implement new strategies for Warren's growth. Following the quarter meeting the first week of the quarter the Division manager should set the new targets or suggest the corrective action to be done in order to meet or exceed objectives.
Having all above info a FULL TERRITORY GEOGRAPHICAL SALES/ ASSET MANAGEMENT SYSTEM (GIS) could be implemented to give both saleforce and divisional managers the whole vision and control happenings in the territory.
3.8. Motivation
A motivation plan should be implemented across the Warren company. Regarding:
Division Managers on the same basis 80/20
Saleforce and Key Account basic Remunerations 80%
Saleforce and Key Account commissions 20% on targets Vending Machines initial placement contract Vending Machine servicing
Car allowances
Allow Freedom to Saleforce to choose any brand of certain CC horsepower, however of same sale value.
As above for the divisional Managers
Car fuel allowances according to miles run for the company according to activity report.
Promotions – Recognition of Achievement
Vending Machine Salesforce if they bit their targets might have opportunities to pass to normal salesforce.
Create Saleforce grades like Territory Supervisors e.t.c. based on achievements.
4. Planning For Growth
There are many ways to look for opportunities for growth. It is sure with the above recommendation sales and profits shall be increased, as certain costs should be minimised due to duplication of efforts in the past. In order of priority I should also Suggest:
4.1. From the Existing Business in the Existed Markets.
Optimisation of resources as recommended above.
4.2. From Existing Business in the New Markets/ Segments
Should concentrate in new segments like Pubs, Key Accounts etc
4.3. New Business Into the Existed Markets / Segments
Build up alliances and distribute other products via Warren Channel (not competitive)
4.4. Plan for radical product changes in existed and new markets.
4.5. Plan to Export to other countries.
4.6. Leave Servicing of vending machines to be done by existing owners
With these way the company will lose wasted time that the company's
Reps use for servicing the machines and gain opportunity lost time in
4.6. Last but not least to "Build Alliances"
Allow other companies that operate in the same Soft Drinks Sector to use our fridge and at the same time to build up relationships with similar small companies in order to compete the large one such as COCA COLA e.t.c.
Assumptions made base on the Growth Matrix Ansoff Theory9
Appendix 1. Summarized Divisional Situation Analysis
Wales ; The West Division
Sales Reps : 12
Geographically : Strewsbury to Gloucester to bath to Southampton
Seasonality : high/ Tourist areas
Cities : Bristol, Cardiff, Exeter, Plymouth, Southampton
Headquarter: In Birmingham – Easy to travel
Divisional Headquarters: Bristol
Transportation : Long Lines, Stretched
Meetings : once a month – Loose two workings days on traveling on the field meetings
The South East Division
Sales Reps : 8
Geographically : 4 Sales Reps covering London
4 Sales people are covering Canterbury, Reading Luton And
MIDLAND from Birmingham to Leicester to King's Lynn
Seasonality : important
Cities Coverage : London, Cantebury, Reading, Luton, Birbingham, Leicester
and King's Lynn
Headquarter : In Birmingham – Easy to travel / Share HQ
Divional HeadQuarters : Luton (the office in the center of division)
Transportation: Stretched and salespersons under strength
Meetings : weekly meeting held every Monday Morning.
North of England
This area produces one-third of company's overall sales.
Sales Reps : 12
Geographically: 4 Sales Reps covering London
4 Sales people are covering Canterbury, Reading Luton &
Transportation : Little Stretched
Meetings : Weekly meetings held every Friday afternoon
Main Problems: – Disputers not clear definition and care of customers
– Lots of waste of sales traveling
-No proper sales coverage
Sales Growth very high although sales per rep are still low
Sales Reps : 10
Geographically : Business is done via wholesalers
Seasonality : Important
Cities : Glasgow and all the North areas up to Inverness
Headquarter : In Birmingham – Easy to travel / Share HQ
Divisional Headquarters : Glasgow long distance from Inverness
Transportation : Long
Meettings : weekly Meetings held every Friday Morning and yearly events.
Problems : Reps close relationship with Managers works as a team
Appendix 2. SWOT Analyses
* Believe in strong branding
* High standards of service (due to good long training)
* Holds the 4.4% of the market (having in mind the competition and the
* Strong promotional support for the brands with TV advertising
* Lack of good motivation and remuneration for the Salesforce and Managers
* No major account saleforce
* Budget loss
* Long distances have to cover for Communication between managers / saleforce.
* Recruitment Problems
* Training takes too long.
* Rivalries & Hassles between Divisions and also within saleforce Reps
* Lack of standardization of products
* A lot of wasted time in servicing vending machines
* Potential expansion to several important markets such as:
a ) Pub Trade & Breweries
b) The whole Northern Ireland
c ) Production of retailers own brands
d) Expansion to overseas market.
* The company does not produce retailer's own brands
* The highly competitive environment that exists in soft drinks sector
* Rivalry even between the saleforce or the managers see the Manchester case of rivalry
* Headhunting of trained saleforce
1) Donaldson, B. (1998) "Sales Management Theory and Practice". London. Mc Millan Business
2) John Hendry and Gerry Johnson, (1993) "Pavlof Theory of Learning, Strategic Thinking, Leadership & Management of Change", Willey
3) Kotler Philip (2000) "Marketing Management" Millennium Edition , Pages Page 631-632, ; 705 (Matrix)
4) Herzberg, F. (1966) "Work and the Nature of Man", published London by William Collins.
5) Jim Blythe, (2000) "Sales & Sales Management" , Blackball Publishing, Page 101-106
6) Jim Blythe (2000) "Marketing Communications", Published by Financial Times, ; Prentice Halls Page 218 – 219
7) H. IGOR ANSOFF (1985) "Corporate Strategy- An analytic approach to Business Policy for Growth and Expansion ", Published by Penguin Books, pages 98-99 (for Growth Vector Matrix)
1 Donaldson, B. (1998) "Sales Management Theory and Practice". London. Mc Millan Business
2 John Hendry and Gerry Johnson, "Pavlof Theory of Learning, Strategic Thinking, Leadership & Management of Change", (1993) Willey
3 Kotler Philip (2000) "Marketing Management" Millennium Edition , Page 631-632
4 Herzberg, F. (1966) "Work and the Nature of Man", published London by William Collins.
5 Jim Blythe, (2000) "Sales & Sales Management" , Blackball Publishing, Page 101-106
6 Kotler Philip (2000) "Marketing Management" Millennium International Edition, Page 705
7 Jim Blythe (2000) "Marketing Communications", Published by Financial Times, ; Prentice Halls Page 218 (About Sales Territory Management)
8 Jim Blythe (2000) "Marketing Communications", Published by Financial Times, ; Prentice Halls Page 219 (Matrix Factors Relating to length of training of Sales staff)
9 H. IGOR ANSOFF (1985) "Corporate Strategy- An analytic approach to Business Policy for Growth and Expansion ", Published by Penguin Books, pages 98,99 (for Growth Vector Matrix)


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Mount Wutai is the most well-known Buddhist sanctuary among the four sacred Buddhist mountains in China, and See Mount Wutai Again gives an in-depth interpretation of spiritual connotation of Buddhist culture in an innovative manner. The nearly 200 meter-long stage with a strong Buddhist atmosphere, extraordinary thematic interpretation and beautiful revolving space constitutes the visual highlight of the drama. In the drama, the audience saw how Buddhism is connected with modern life and the life stories of common people on Mount Wutai. The audience, along with the roles in the drama, experienced the passage of time and Zen meditation of life, while experiencing the wisdom implicated from Mount Wutai from a special perspective. "In China, Buddhism is not just a faith; it is part of our culture, running in the blood of the Chinese people," said director Wang. "Whether or not you believe in Buddhism, Buddhism-related behaviors exist in our life."
During the 90–minute performance, the audience moved from the indoor scenario experience area to a 360-degree panoramic revolving stage, experiencing the vicissitudes of life, good life, and inspirations of faith and great wisdom. With such stage language and scenarios, See Mount Wutai Again gave a refreshing interpretation of Buddhist allusions and rituals, such as lofty mountains and flowing water, and enabled philosophical reflections. With what we saw and heard, and finally perceived and gained, we will see a new day from the next second. When it comes to the expression of the theme on Buddhism, director Wang said, "The Buddhist culture is as vast as the open sea. We can't give a clear picture of the sea. Yet, it would be our cherished wish if our work can remind you, inspire you, or enable you to perceive Manjushri's wisdom."
See Mount Wutai Again is not only a key project to promote the overhaul and upgrade of Mount Wutai and accelerate the development of the cultural industry there, but also a major move to aggressively promote the transformation and leapfrog the development of Mount Wutai's tourism industry, and marks Shanxi's growth into a province with a flourishing cultural industry. Wang added, "See Mount Wutai Again is a part of the Mount Wutai Scenic Spot, and a segment of the province's cultural industry chain. It is not merely a piece of artwork. It is a major move that combines tourism and culture."

subset: commoncrawl


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Hello everyone,
The 21st November 2003 was released the first Trackmania game. For nearly 15 years, many players have discovered the Trackmania series and met people, created and shared maps, skins, videos, websites, tools, servers, controllers, mods, game mods, titles, items, music, etc.
Many online and offline competitions were run. People became friends, some of them got married thanks to Trackmania and even got Trackmania babies ^_^
[For all players]
For the 15th Trackmania Anniversary, we would like to invite you:
- 1. to write a memory showing what Trackmania represents to you (you can add an image to your memory but it's not mandatory) or writing one of your funniest moment on Trackmania.
- 2. to send us a screenshot illustrating the 15th Anniversary.
Memories and screenshots must be sent at trackmania-15[at]nadeo.com before November, 14th with the tag [15th TM] in the title of your email.
We will publish some memories and screenshots on our social networks and send goodies to 6 players randomly drawn.
[For events organizers]
For people who want to run events to celebrate the 15th Anniversary of Trackmania, we can award winners with goodies.
Please send an email at trackmania-15[at]nadeo.com for presenting your project.
Warning: we can only ship goodies in Western and Central European countries
Example of goodies that we can ship:
TM 15th Anniversary logo:
- Jpg: https://drive.google.com/file/d/191R...ew?usp=sharing
- Psd: https://drive.google.com/file/d/1zGA...ew?usp=sharing
Cheers to everyone ^_^


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AddWhiteAppPID method description
AddWhiteAppPID method adds application to the white applications' PID list by its process ID (PID).
|BOOL AddWhiteAppPID(
|LONG nProcessID
Parameters nProcessID [in] The process ID of the application that should be added to the white applications' PID list.
Return Values AddWhiteAppPID method returns TRUE if PID was successfully added to the list and FALSE otherwise.
See also


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Last week I spent some late hours in the evenings migrating my primary blog (this one) as well as "Eyes Right" to a new web host, and this evening I'm pleased to report my other two personal blogs ("Learning Signs" and "Talking Science") have now also made the journey to Siteground successfully. POWWEB reports they have "resolved the connectivity issues" which caused my main blog to go completely offline last week for more than 24 hours– but that is too little, too late from the perspective of this customer.
As was the case with the first two WordPress blogs I moved over, I was unable to do a comprehensive import of the MySQL databases for some reason– but had to export and import my data one table at a time. I am not sure what accounted for this, and it was more time consuming, but I am relieved as well as pleased that the process WORKED and all my data now resides on my new ISP's servers.
The main difficulty I ran into this evening was attributable to the fact that I had not previously upgraded my WordPress version on the "Talking Science" blog (mainly because that blog hasn't been active since May) and the newer WordPress files I had uploaded to my new server wouldn't work with my old database. I had to upload all my old WordPress files from the previous server, verify settings, upload the new WordPress version, and then upgrade my database via WordPress. This took awhile, but the deeds are done, and I am pleased.
Goodbye POWWEB, hello Siteground. Hopefully we can all say goodbye to MySQL connection timeouts on all my blogs.
Technorati Tags:
wordpress, upgrade, powweb, transfer, siteground
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On this day..
- Thoughts on Content Filtering, Parent Education, and School Laptop Initiatives - 2020
- You Must Watch This: We Need Educational Change But Not High Stakes Accountability - 2014
- Pooh's Special Friend Week: VoiceThread and YouTube on an iPad - 2011
- Donate to the Red Cross for Haiti Relief - Be wise and tech saavy - 2010
- Lecturecasting on a Shoestring with a Macbook, Ustream, CamTwist, MPEG Streamclip and Blip.tv - 2010
- Federal or State Responsibility for Education and Inequitable Education Funding Formulas - 2009
- Organizer Mac software, California Dreamin' (MacWorld08) - 2008
- Gang signed vandalism at my Oklahoma City parking garage last night - 2008
- Verify software is reputable and malware free before downloading - 2008
- Addressing the lurkers - 2007


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London Society
Why did London's social structure and spatial form develop in the ways which many historians have observed, and not in others? And why, in particular, did slums proliferate in some areas and attractive neighbourhoods in others? What pressures caused transportation networks to assume certain forms and not others? Why was so little done before the 1880's towards alleviating atrocious housing conditions? The most popular answers to these questions attribute causative powers to 'market forces' or to economic and/or technological necessities.
However, it is not my purpose to critique or evaluate these explanations. Instead, I will offer a view of London's development which incorporates such explanations within a broader economic, social, political and legal framework, and which, in my view, presents a more accurate picture. In attempting to answer these and other questions, I will argue that the nature and quality of urban living experienced in both its rewarding and problematic forms by the various strata of London's population and the spatial form of the city, was shaped by the broad fulfilment of five major social and economic forces mediated by the forms of tenure whereby people secured their housing; and further, that the frustration of a sixth pressure constituted the essence of the Housing Crisis of which all London was aware in the 1880's. These forces arose out of London's class structure and the struggles between and within classes during this fifty year period, as outlined in Chapter 1.
They and the interactions between them broadly determined the aspirations of the members of each class, their differential abilities to participate in the land and housing markets, and either directly or indirectly defined the structure of these markets. With these parameters set, the autonomous actions of individuals or corporate bodies in the land and housing markets, mediated by the tenure relations, led to the observed social and spatial structure of the city. In sum, I will attempt to show that London's development was shaped by the acting out of the overall class struggle, in relation to the drive to accumulate capital on the one hand, and to people's quest for shelter on the other. Though I will deal with the city as a whole, my major focus will be on the residential sector. The following were the six forces: first, the striving on the part of successful merchants, bankers and employers to emulate the lifestyle of the aristocracy; second, the search on the part of members of the middle stratum for an existence within their means which captured the essence of their bosses' lifestyle; third, the efforts by the capitalist class to improve London's 'capital accumulation potential' by increasing the internal efficiency of the city, especially the anachronistic central area,and by linking it to markets in other parts of the country and the world; fourth, the separation of the capitalist class from the working class; fifth, the impoverishment of the bulk of the working class such that they constituted an abundant, cheap and adaptable labour force; and sixth, the struggle on the part of the 'labour aristocracy' to separate themselves from the remainder of the working class and to establish a place for themselves in capitalist society.
I would stress that these pressures are all interrelated in the complex web of everyday life. They are all aspects of the general struggle by capitalists, on the one hand, to increase the rate of capital accumulation subject to the maintenance of social stability, and for improved working and living conditions by the middle stratum and the working class, on the other hand. These six forces were the major constituents of the whole. They have only been abstracted in order to facilitate a clearer understanding of why London's social and physical fabric evolved as it did. We may now proceed to examine each in turn. Integration at the Top In the previous chapter, we saw that the rise of the British capitalist class was not predicated upon a corresponding decline inthe economic and political power or the social status of the landed aristocracy. Instead, a process of integration occurred in which capitalists and aristocrats gradually combined to form a single essentially capitalist, dominant class. An important aspect of this coming together is that successful capitalists envied the aristocratic lifestyle and endeavoured to buy their way into these upper circles or, at least, to achieve their own less opulent versions of it. During the latter part of the 18th century, and especially during the period under consideration here, there was another pressure acting upon merchants, bankers and employers who were still living above their workplaces in the City and its surrounding parishes. As the productive, distributive and exchange functions of London's economy grew, so did the space which they occupied in these central areas. External economies enticed new banks, offices, factories and warehouses to cluster in areas where these activities had established a foothold. In their wake came thousands of workers casual labourers and paupers who were forced to live close to sources of employment. The combined effect of these pressures on the central area land market was an increase in land values and congestion and a reduction in the space available for residential land uses.


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The political establishment will use a report that Rand Paul's political action committee accepted a donation from the Council of Conservative Citizens to sabotage his presidential bid.
Dylann Roof, the suspect in the Charleston church murders, allegedly mentioned the Council of Conservative Citizens in a so-called manifesto attributed to him.
Roof wrote that he learned of "brutal black on white murders" on the group's website following the killing of Trayvon Martin 2012.
A story appearing in The Guardian on Sunday said the group donated to the campaigns of several prominent Republicans, including presidential candidates.
The Associated Press highlighted donations made to Rand Paul, Ted Cruz, Rick Santorum, Michele Bachmann, Mitt Romney, Steve King, Tom Cotton and Jeff Flake.
Paul's campaign said it will donate the $1,750 it received from Earl P. Holt III, the president of the St. Louis-based Council of Conservative Citizens, to the Mother Emanuel Hope Fund.
Democrats and other liberals will use the donation to insinuate Paul harbors racist sentiments.
During his 2013 Senate campaign, Democrats accused Paul of racism when he said the Civil Rights Act afforded too much power to the federal government at the expense of small business owners.
Last year CNN said "his comments from four years ago have become a thorn in his side."
Democrats Attempted to Sideline Ron Paul's Campaign with Accusations of Racism
The establishment media and Democrats attempted to portray Rand Paul's father as a racist in the lead-up to the Iowa caucuses in 2011 after a report stated newsletters published by Paul in the 1980s and 1990s were racist.
In addition to alleged racist comments, critics said the newsletters contained "strange conspiracy theories about homosexuals, the CIA, and AIDS."
Other "strange conspiracy theories" revolve around the gold standard.
"The Gold Standard and non-interventionism have long been pushed to the fringe of our politics, and ambitious people tend to dive into the mainstream. That means that some of the 'talent' that marginalized ideas attract will be odd and unstable," Michael Brendan Dougherty wrote.
The Emergency Election Sale is now live! Get 30% to 60% off our most popular products today!


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hello all i have rx vega 64 stirx crossfire setup whit ryzen 2700x croshair vi hero mobo and so on. after i look results on internet and compare to mine test i see that my results are like 30-40% lower. i have 1000w corsair psu, crossfire profile is enable and so on. any idea? thanks for help
AMD Radeon RX Vega 64 CrossFire review: more niche than ever before


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It's a new year and we are all trying to healthier right? Which means eating more veggies! Let me tell you, you won't feel like you are eating your veggies with today's recipe. It is so good. I didn't know I liked carrots so much. In fact my husband hasn't stopped talking about this salad since I made it.
Roasting a carrot makes them so sweet that you almost feel like you are eating candy. Really!
This salad is a fun combination of colors, flavors and textures.
I started by peeling and slicing about 10 – 12 carrots. I sliced them fairly thin. Maybe 1/4″ or slightly thinner.
I then combined the carrots with some slivered almonds and drizzled them with olive oil and garlic. And then a healthy sprinkle of salt and pepper.
Layer them on a cookie sheet in as even a layer as you can and pop them in a 400 degree oven for about 20-30 minutes. The time may vary depending on how thin or thick you slice your carrots. You want to roast them until they are fork tender but not mushy. No mushy carrots!
I turned them a couple times during the roasting process so that the nuts don't burn. Remove from the oven and let the carrots cool off to room temperature.
Now for the best part – drizzle them with some honey and vinegar. So yummy!!! I served them over a layer of arugula and then sprinkled with dried cranberries. Add additional salt and pepper to taste.
Eating your vegetables was never so fun or delicious. This dish was a huge hit at our house and I can't wait to make it again.
Roasted Carrot Salad
- 10-12 carrots peeled and thinly sliced. About 5 cups
- 1/2 C slivered almonds
- 4 cloves garlic minced
- 1/4 C olive oil
- salt and pepper to taste
- 1 tsp honey
- 1 Tbsp apple cider vinegar
- 1/4 C dried cranberries
- 2-4 C arugula
- Preheat oven to 400 degrees.
- Combine carrots, almonds and garlic in a bowl.
- Drizzle with olive oil and stir to coat.
- Season with salt and pepper.
- Spread in single layer on a cookie sheet.
- Bake for 20-30 minutes or until carrots are tender, not mushy.
- Remove and allow to cool to room temperature.
- Mix together honey and vinegar and drizzle over cooled carrots.
- Add in cranberries and more salt and pepper to taste.
Adapted from allrecipes.


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This comfortable and breathable long sleeve top will be your all season favourite workout top. It is form fitted with mild compression and quick drying fabric which makes it an apt piece yoga, running, gym use and any workout.
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Are you actively building habits for powerful habits for self-improvement?
If not, you're missing out on personal growth and becoming the best version of yourself.
You should be continuously practicing self-improvement, or personal development to avoid becoming stagnant.
Stagnation is one of the number one causes of depression.
Improve yourself to avoid depression and improve your confidence, among other areas of your life.
Start immediately with the 6 Example Habits to Improve your Life!
For example, notice a boost in your life by instilling these 6 basic ideas to your life.
- Be Proud of Yourself
Recognize the value inside yourself. Make a list of your best traits, even if you don't think they're valuable and appreciate them. Use these as self-affirmations you repeat to yourself daily.
- Be Excited About New Things
Embracing the new is essential to growing as a person. That's the only way to truly keep from becoming stagnant. You should always learn new things, meet new people, and travel to new places near and far.
- Embrace Discomfort
You should strive to place yourself in situations that make you uncomfortable. It may be painful at first, but you'll learn more about how to handle difficult situations and become more confident in yourself as a person.
- Terminate Toxic People From Your Life
Rid your life of people who aren't into growth or always bring negativity. One of the laws of power is to, "avoid the negative and unlucky like the plague." Their negativity will naturally rub off on you make your life stagnant and less abundant as a result.
- Recognize What's Not In Your Control
You must work to not become anxious about things that are not in your control. You can only control your reaction to external events and shouldn't stress about things out of your control.
- Eliminate Inactivity
Inactivity is one of the main causes of becoming stagnant in life and falling into depression. Times of inactivity give you more time to stress about things out of your control. Making even a tiny bit of progress every day adds up to huge accomplishments over longer periods of time.
Start these powerful habits to boost your life today!
95 More Tips just like these are included in this book! Don't wait to begin the journey to becoming the best version of yourself. Start working on these habits proven to boost your life, today!


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Millionaires and celebrities concur that…
5 Exotic Hotels Around The World
Often, when planning a trip abroad you want to try and find places that are exotic and offer a unique travel experience. These hotels have an exotic flair while maintaining a high level of luxury. Below are the top 5 hotels every high-end traveler should consider.
1. Citizen M, Tower of London, 40 Trinity Square, London, UK
Compared to other neighboring hotels, the Citizen M Tower is inconspicuous, but even so luxury abounds here. Close by this remarkable hotel is the historic Tower of London, defying age and time. Apart from that, when you look out of the window from this hotel, you will get a chance to feast your eyes on London's most stunning skyscrapers all around.
The interior features stunning art and visual treats. There is no reception desk. The reception area is strikingly designed, doubling up as the lounge or dining area. Every wall of this hotel features eccentric decor, including the lifts and corridors. The lift cubicles stand out with inspirational quotes and quirky photos.
The rooms are magnum-sized, featuring cozy king-sized beds. Many that visit the Citizen M get tickled by the Vitra furniture, striking photography and floor to ceiling windows. As if that's not enough, there are high tech tablets for controlling the blinds; there is good music buzzing from the speakers, free movies, and soft lighting.
What you should miss during your stay here is sampling the views of the Tower Bridge and the rest of London's skyline. Then there is the stunning sunrise. From your cozy bed, you will watch in awe as golden rays chase away darkness over the Thames.
2. Marquis Los Cabos, Los Cabos
This is an adult's all-inclusive resort in Los Cabos, Mexico. It is located near the southern end of the Baja peninsula. The hotel has incredible views of both the desert and the sea. On the exterior, you will get to feast your eyes and puzzle your brain on wondrous sculptures, big waterfalls, and remarkable infinity pools.
However, the real charm lies in the beautiful suites and superb amenities. Each suite has been stylishly furnished with a balcony. From these balconies, you will get a chance to spot migrating whales. There also hot tubs and personal pools in the private villas. In addition, there is a spa area within the hotel where you can go to rejuvenate and beautify yourself. In the afternoons, you will find peace in either one of the three swimming pools that have been craftily designed to relax your body and mind.
There are five restaurants and two bars at the Marquis Los Cabos. Needless to state, your stay here includes sumptuous meals and drinks all of which can be delivered to your room at your convenience. Things to do here include archery, dance, themed parties and live entertainment every night.
Los Cabos is synonymous with sport-fishing, so you can try your hand at that. There are several tour companies providing fishing charters. Then again, you could try whale watching- it's an unforgettable experience watching the massive migration of grey whales especially in the winter period. Other activities to take part in Los Cabos include golf and snorkeling.
3. Burj Al Arab Hotel, Dubai
Its sail-like architecture is unmistakable even from a far distance. The Burj Al Arab has been the center of attraction for any photographers and tourists in Dubai. However, those that have had a chance to experience the comfort and splendor of this great hotel understand that its exterior charm is just a tip of the iceberg.
For starters, there are a whopping 202 luxurious suites covering two floors. From these comfortable and spacious rooms, you will get to enjoy stunning views of the city. The hotel has to it five swimming pools, three outdoors and two indoors. On top of that, there is the helipad on the rooftop, private beach and space-age dining and nightlife venues. The service here is superbly hospitable. There are a 24-hour butler service and a chauffeur-driven Rolls Royce to get you wherever you want to go.
4. Stone House, Bali, Indonesia
This hotel is a secluded gem in the wanderlust heart of Bali. The surrounding features several Hindu shrines and the famous Monkey Forest. Stone House is the place where the noises die down. Here you get to kick back in luxury surrounded by a lush tropical atmosphere.
There is everything you would expect in an elegant resort; beautiful gardens, exotic furniture and breathtaking landscapes. The Stone House Hotel is an embodiment of traditional Balinese architecture infused with modem styles. There are three suites here, befitting a group of families and solo vacationers seeking privacy. These include the Longhouse Villa, Sky View, and Java Suite villas.
The service here is excellent, as you would expect with Balinese hospitality. Travelers from far and wide adore the lush gardens, the porch swings and sun decks where they get to lay back and enjoy a soothing breeze. Better still, there is a pool at the center of this property when you can take a dip in the panoramic scene of rice paddies.
5. Cima Rosa, Venice, Italy
Cima Rosa is a real hideaway in Venice. Cima Rosa is perfect for a quiet retreat, far from the jostle and bustle of the city. The Cima Rosa is located in the Santa Croce quarter, offering stunning views of the Grand Canal.
This affordable five-room hotel is a cut above the rest of the pricey hotels in Venice. The 15th-century old palazzo is lit by lanterns, a masterpiece of art in itself. Cima Roda is expertly run by a passionate couple, Danielle and Brittany.
Three bedrooms overlook the Grand Canal on the first floor, while the remaining two at the back are perfect for privacy and quietness. The rooms feature with Venetian décor, infused with velvets, blues, and greys. The beds are cozily covered with snow-white Italian linen, fresh and inviting. The Breakfast in the spacious common room.
In the atypical day, this includes fruit salad ham, cheese, yogurt, fresh juice, bread and tea or coffee. After that, the kind hosts will assist you in choosing the best hangout spots to tour in the city.


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Octavia Vargus had everything she wanted at Rowan House, Skye's most exclusive pleasure house, except the one thing she craved. Longing for the freedom to explore both sides of her nature she leaves Rowan House and her mistress, for a new start in Italy with her partner Bridget Murray.
Vivian Abiola is a connection to a past Octavia would like to forget, and a love she never expected to see again. After Octavia's past relationship with Vivian is exposed, Octavia and Bridget explore the limits of their desires with Vivian. When an arsonist threatens to destroy the vineyard, past loyalties and secrets endanger their lives, and the three women's relationship. Will their love survive the firestorm of doubt, intrigue, and jealousy?
Publisher: Ninestar Press
Cover Artists:
Pairings: F-F, 4+ or Other
Heat Level: 5
Romantic Content: 5
Ending: Click here to reveal
Character Identities: Lesbian
Protagonist 1 Age: 36-45
Protagonist 2 Age: 36-45
Protagonist 3 Age: 26-35
Tropes: Age Difference, Menage, Second Chances
Word Count: 66000
Setting: Franciacorta, Italy
Languages Available: English
Series Type: Same Universe / Various Characters
Viviansat behind Martha's desk. She wore a fitted dress that hugged her slim frame. The low-cut neckline displayed her modest cleavage, and the lilac color set off her amber eyes. She wore her hair close-cropped and natural. A touch of silver shone on some of the curls. Octavia tilted her head, studying her face. The nagging feeling of knowing her was back. Vivian's skin was only a shade darker than Octavia's, her features suggesting a complicated heritage. She met Octavia's gaze with a cool look, and Octavia shivered as Vivian raked her eyes over her frame. Should have changed my clothes, maybe dressed up. Left my hair loose. Where do I know her from?READ MORE
Bridget was at her side. Her hands were clasped in front of her waist. She was dressed in her starched and pressed chef's jacket. It gleamed white in stark contrast to Octavia's outfit of faded jeans and gray T-shirt. The vine tattoos winding around Octavia's forearms stood out against her dark skin. She sensed Vivian's gaze lingering on her tattoos. Does she like them? Hate them? I should have put on a long-sleeve shirt. What the hell? Why do I care what she thinks of me? She clasped her hands behind her back and squared her shoulders, setting her feet wide. Her gaze was drawn to the thin gold chain with a tiny gold Magen David centered in the hollow of Vivian's throat. Lyceum? It can't be. How the hell could she be here?
Bridget spoke first. "We accept your offer."
Vivian sat back from the desk. "You're both sure?"
"Yes." Octavia pushed the wisp of hair that had worked loose from her braid out of her eyes. "We've read through the specifics."
Vivian lifted her chin, her gaze steady. "I have the contracts here. They are for six months. That should be enough time for all of us to decide if the arrangement is acceptable." She lifted an elegant black fountain pen from the desk and uncapped it. With a flowing hand she signed her name to each document. She held the pen out, and Octavia walked to the desk. Her fingers brushed against Vivian's as she took the pen, and a tingle of desire worked its way to her core. Octavia signed her name on the contract. Damn. Get it together. This is trouble. So much trouble. When she was finished, she laid the pen on the desk and she glanced up into Vivian's intense gaze. The tingle turned into a strong wave of heat. Looking away from Vivian's eyes, she stepped back.COLLAPSE
Both Ends Of The Whip by Brenda Murphy is a story about accepting who you are, learning the delicate art of giving and receiving love and expressing your sexual desires without shame.
Octavia really wants to be free to explore both sides of her sexual nature—her dominant and submissive sides. She knows she will never be able to fully explore her desires if she remains employed at an elite house of pleasure by the name of Rowan House. Octavia decides to cut ties with her mistress and leave all that she holds dear at Rowan house. She accepts a job opportunity with the hope that she could build a new life in Italy with her lover Bridget.
Vivian is a blast from Octavia's past and she never thought that she would ever see her again. The passage of time, tragic experiences and heart numbing loss have separated both women. Vivian, Octavia and Bridget bared their souls by sharing the things that would have broken them because they wanted to move on with their lives and enjoy the sizzling intimacy brewing between them. Their budding relationship and their home is being threatened by an unknown arsonist. Who is behind the vicious arson attacks on Vivian's property? Will their love be able to survive under the weight of an unknown enemy, jealousy, insecurity and fear for their lives?
The Characters
Octavia was a sex worker and stable manager at Rowan House. She moves on to become a stable manager at Vivian's estate in Italy. She is not ashamed of who she is or the choices she has made and she does not shy away from expressing her desires. I really admire Octavia's resilience because she endured a horrific event in her childhood and she will do whatever it takes to keep her past from destroying her present and future happiness. Octavia's vulnerability endeared her to me because she exudes confidence and control but underneath it all she is so emotional and I just feel like giving her a big hug.
Bridget was a cook at Rowan House and she left her position there to have a fresh start in Italy with Octavia. She holds the title of cook/secretary at Vivian's home. She is a feisty, fun-loving and affectionate woman. I just love Bridget's single-minded focus— she knows what she wants and she is not afraid to ask for it or go after the one she desires.
Vivian owns a vineyard and a stable in Italy. She has been scarred by past events and she decides to keep everyone at arm's length. Vivian is the epitome of a dominance and sensuality (I swooned many times while I was reading this story!)
The Writing Style
I just loved the way the author portrayed these complex and amazing women. The BDSM scenes were realistic, passionate and well written coupled with heartwarming aftercare moments. I also enjoyed the vivid descriptions of the Scottish and Italian landscapes.
The Pros
Who could say no to loving a book with gorgeous women who create delicious culinary delights and the lovely women who enjoy these hearty meals? (I happen to love enthralling women and delicious food in equal measure!)
The Cons
I have no complaints because I loved every word of this story.
The Conclusion
This story transported me to a world of exquisite and seductive delights! Don't try to read this book in a public place because you are going to end up sporting flushed cheeks. Trust me, you'll want to clear your calendar and set aside a day or a two so that you will have hours upon hours to devour this captivating story. I just love the way these beguiling women portrayed their strengths and weaknesses and I could definitely relate to some of their insecurities. If you enjoy erotic BDSM romances coupled with a few devious characters lurking in the background, then this is certainly the story for you!


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Miley Cyrus reportedly gearing up for lawsuit over sex doll
HollywoodNews.com: A sex doll that seems to resemble Miley Cyrus is still on the shelves despite the young star's rumored plans to move forward with a lawsuit.
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Do you think the doll will be pulled?
Follow Hollywood News on Twitter for up-to-date news information.
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Image by PR Photos


text:
This is Part V in a Series.
There are almost 1,000 pages of transcripts of the Bonannos defamation lawsuit against me. There are also about 35 hours of video recordings of the depositions in the case. I am not going to cover them all at once but for now I want to share one more exchange on the transcript with Jimmy Bonanno. I am going to get to Little Jimmy at some point but I also want to get into the Private Investigation reports compiled by Vigilant Resources International, what I have described as the "22 names", mostly workers from the Buildings & Grounds Department under John Gallagher of Aramark.
As I previously recounted, the lawsuit filed by the Bonannos against me was related to two specific claims — Jimmy having district employees do work on his girlfriend's house in Orange County and Little Jimmy making a death threat against me. Despite this Jimmy insisted at every turn that he was suing because I had said he was a member of the mafia. I never did that (in fact the opposite) but that he was connected to the mafia through his family. The two Bonannos were terrible witnesses and were completely eviscerated during the depositions by me and the lawyer for WVOX. It was not long before the Bonanno's lawyer, Andrew Miltenberg, wanted out of the case and filed a motion to be relieved as counsel for the Bonannos. Being the hack attorneys that they were, the law firm twice failed to follow a court order to file certain paperwork as part of their motion. The first time was in June, 2014. During that court appearance, Bonanno again stated that the case was all about the claim that he was in the mafia but this time his own lawyer tells the court that Jimmy is lying.
To give this series of exchanges proper context I will begin with the court appearance in June 2014, then go back to the depositions and finally close with some final remarks from the June 2014 court appearance.
To follow this exchange, there are 2 exhibits added as images in the photo gallery within this article that readers will want to review before they get started:
- An obituary in the Journal News for Frank Fiumara, Jimmy's uncle.
- An AP wire report on the conviction of Frank Fiumara for running mafia operations in lower Westchester.
So, let's go back to June 2, 2014, when the parties to the lawsuit appeared before Hon. Joan B. Lefkowitz, S.C.J. at the New York State Supreme Court in White Plains, New York. There is this exchange:
THE COURT: And you are, sir?
MR. BONNANO: Vincent Bonanno.
THE COURT: Vincent Bonanno. I see. Okay. I don't have you listed. Pro se?
MR. NORWICK: No, he's represented by Mr. Byler.
MR. BYLER: Well, we have made a motion to withdraw as counsel —
THE COURT: I understand. I got it. Okay, thank you Mr. Bonanno. Okay. So I have your motion at this time to withdraw as counsel; is that what you're trying to do?
MR. BYLER: Yes.
THE COURT: Okay. And do you have anything to say?
MR. BONNANO: May I speak?
THE COURT: Yes.
MR. BONNANO: I know I have a lawsuit. I know it's serious. And I never had no intentions of suing anyone. I was approached by two law firms who contacted me and said they wanted to speak to me about what was going on in New Rochelle. I went to see them. They said I had a good case, they would work for 33 and a third. I said I don't want no money, I just wanted all the false statements to stop about me being in the Mafia; stealing, my family. All I have is my name left. I'm not in the mafia. So I let them take the case, and they made me do a whole bunch of depositions, like a lot of them eight-hour days —
THE COURT: I'm not relieving them now. Is that what you want me to do?
MR. BONNANO: No, but I don't understand — nobody's been telling me nothing from their firm.
THE COURT: Okay, but right now I'm not relieving them anyway.
MR. BONNANO: Okay.
THE COURT: Because I'm denying their application to get off the case at this time, but I'm giving them an opportunity, to make it due again, so I'm giving them leave to renew. Because you didn't give them, sir, an in camera affirmation as directed in the order to show cause. You have to show me some reason for you to get relieved. And also you didn't file proof of service of the order to show cause and affirmation upon the parties on NYSEF as required by the order to show cause. You didn't do it.
MR. BYLER: I apologize for that. I'm surprised to hear that because I was — no, I did not know those things were not done. I will immediately take care of that.
THE COURT: Okay.
Bonanno's attorney, Phil Byler, then responds to Bonanno's claims that Jimmy never wanted to sue me, that he was somehow coerced into by the lawyers and that it was all about his being in the mafia. But first lets go through how Jimmy's claims stack up against his sworn testimony.
Deposition of Vincent James Bonanno by Attorney for WVOX Radio
September 13, 2013
Q. Before we go back to the complaint, let me ask you sort of out of context, does the name Frank Fiumara mean anything to you?
A. Yes.
Q, And what does it mean to you?
A. I have a Cousin Frank, and I had an Uncle Frank.
Q. With the same name?
A. Correct.
Q. Are either one of them in the Mafia?
A. No.
Q. Mr. Bonanno, I just want to go back a little bit of a loose end. Can you tell me what your mother's maiden name was?
A. Fiumara.
Q. And I may have asked you whether Frank Fiumara, who you acknowledge you have relatives by that name — and I may have asked it in the present tense — is in the organized crime. Was he ever? Was Frank Fiumara, a relative of yours, in organized crime?
A. Not to my knowledge, no.
Deposition of Vincent James Bonanno by Attorney for WVOX Radio
October 14, 2013
Q. I'm going to go back to a subject we touched on a little bit at your previous session. What was, if I may, your mother's first name?
A. Victoria.
Q. And she had a brother named Frank? Did she have a brother named Frank?
A. Yes.
Q. Did you know him?
A. Yes.
Q. How well did you know him?
A. He was my uncle. He worked in Shopwell. I didn't see him that much.
Q. He worked in the Daitch Shopwell?
A. Yes.
Q. You know where he lived?
A. Yes.
Q. Where did he live?
A. He had two addresses when he was younger. He lived in City Park somewhere, Bean Street, and I guess as he got a little older he purchased a house in Port Chester.
Q. Did you go to his funeral?
A. Yes.
Q. Your mother predeceased him; is that right?
A. Yes.
Q. I'm going to ask that this document be marked as the next exhibit, I believe that's VJB 13. (Exhibit VJB 13 was marked for Identification.)
Q. Mr. Bonanno, I'm going to ask you to read this and tell me if there is anything that looks inaccurate to you in there? I should have said for the record that this is an obituary from the Journal News — this purports to be an obituary from the Journal News of its edition of June 16, 2000, for Frank J. Fiumara.
A. (Document review). Okay. I'm ready.
Q. Do you see anything that's inaccurate in there?
A. I see some things that are inaccurate and some things I don't know because I never heard of them.
Q. What do you see as inaccurate?
A. It says he has — he owned a venting company, he never had a venting company.
Q. Okay. How do you know that?
A. He didn't have a venting company.
Q. You are familiar with his businesses?
A. No.
Q. Well, if you are not familiar with his businesses, how do you know he didn't have a venting company?
A. Can you repeat what you just said.
Q. If you are not familiar with his businesses, how do you know he didn't have a vending company?
A. It doesn't say vending, it says venting.
Q. Venting. I'm sorry, Venting. How do you know he didn't have a venting company?
A. Because it was a vending company.
Q. You think this is a misspelling?
A. There is a difference between a venting company and a vending company.
Q. I'm sure there is.
Q. As you read this, did you see anything left out that might have been newsworthy about your Uncle Frank?
A. No.
Q. You see towards the bottom third of the obituary, there is a reference to his brother-in-law Joe Bonanno, with whom he apparently started Delmar Pizzeria. Who is Joe Bonanno?
A. My father.
Q. Is it accurate that your father and your Uncle Frank opened a pizzeria?
A. Yes.
Q. Did you go there?
A. Yes.
Q. Was Uncle Frank there when you were there?
A. Not really, never.
Q. What was Uncle Frank's involvement with the pizzeria?
A. He started his — and my father opened it together. My father kind of did all the work and I used to work there, and then my father gave it up and gave it all to him. Got out of it.
Q. What decade was that?
A. 70s.
Q. Well, the 70s would have been shortly before Uncle Frank died; is that correct — no, I'm sorry, forget that. My arithmetical mistake. To your knowledge, did you ever hear of Uncle Frank being arrested?
A. I don't remember.
Q. Would it come as a surprise to you that he was arrested?
A. I don't know.
Q. You don't know.
Did you ever hear that he was a made member of the Gambino Crime Family. Did you ever hear that?
A. Absolutely not.
Q. Next exhibit please. (Exhibit VJB 14 was marked for Identification.) Let me state for the record that this is an article. It doesn't indicate that but I think it is from the New York Daily News, we can get that, it is an article.
MR. COX: It is an AP story.
MR. NORWICK: It is an AP story. Headlined "Mob Member Convicted In Numbers Game," I'll read at least a couple of paragraphs.
MR. COX: This is 14, before we get anywhere.
MR. NORWICK: This is 14, I believe.
Q. A White Plains datelined AP "More than a half century after his last arrest, the 77-year old reputed soldier in the Gambino mob was convicted yesterday of running a major numbers operation in Westchester County," it refers to Frank Fiumara of Port Chester. It quotes his lawyer as saying "he was grandfather of six and a decorated World War Two veteran who has worked for 37 years as a produce manager at Daitch Shopwell." Would you agree that the reference to the war — World War Two experience is consistent with the obituary? Does the obituary also talk about his World War Two experience?
A. I'm not sure, if it says the same about what it says in here.
Q. In the article it says a decorated World War Two veteran?
A. Okay.
Q. And the obituary indicates the same thing; correct?
A. Yes.
Q. And the obituary says he worked for Daitch Shopwell, correct, and you also testified to that; correct?
A. Yes.
Q. And the article that we are looking at, which is 14, also says he worked at Daitch
23 Shopwell; correct?
A. Yes.
Q. And the last paragraph says "Prosecutors says Fiumara ran a multimillion dollar numbers operation out of New Rochelle and shared the profits with the Gambino Crime Family." They said Fiumara was a: "Made" member of the family, reportedly headed by John Gotti; I read that correctly?
A. Yes.
Q. Now based on this newspaper article, this AP story, would it be accurate that you have a blood relation with somebody in the Gambino Crime Family, namely your Uncle Frank, your mother's brother?
A. I don't think so.
Q. And why not?
A. I never knew him to be —
Q. If we take the newspaper article at face value, would it be fair to conclude that your Uncle Frank, your mother's brother, was a made member of the Gambino crime family?
A. I don't know that. This is just something that somebody wrote. I knew my uncle the Fiumara Family and my family was the Bonanno Family. We didn't interfere with his family.
Q. Your father and he were business partners?
Q. In a pizzeria?
A. No, they weren't.
Q. What was the relationship between your father and your Uncle Frank in the pizzeria?
A. My father liked to cook, and he helped him start it, and then my father got out of it.
Q. He was initially a partner; correct?
A. I don't know, partner means you have to put up money.
Q. Not necessarily, there are, trust me, partners who don't put up money. Assuming that you don't have to put up money to be a partner, were they partners?
A. I don't know, because — I don't know, because my father never got nothing out of it.
Q. Well, but he got into it with Uncle Frank; correct?
A. I don't know.
Q. I think you testified that you did. All right, now you don't know.
Q. Did your father and your Uncle Frank start a pizzeria together called Delmar Pizzeria, yes or no?
A. First, what is the question, is it did he start it or was he a partner? There is two different questions.
Q. Fair enough, we'll do it one at a time, did he help start it?
A. Yes.
Q. What was his role?
A. He liked to cook.
Q. And that's your full knowledge of his relationship with the pizzeria?
Q. Did he volunteer to cook? For no pay?
A. My father was a good guy. He helped everybody and he wouldn't take a penny.
Q. With what regularity, he cooked everyday for no pay?
A. No.
Q. How often did he cook?
A. There were people hired to cook.
Q. And what was your father's role?
A. He helped start the business and used his recipe.
Q. Okay, he helped start the business, that's good enough. Anyway, if somebody reported that you had a close relative who was a made member of the Gambino crime family, would that be accurate or inaccurate?
A. I think it would be inaccurate.
Q. And your basis for that is what?
A. Because a lot of people report stuff, like Mr. Cox, that's not true.
Q. Okay, so you think — well, all right, conceivably we can dredge up these criminal records. We'll move on. Maybe for the summary judgment motion.
Q. Has [Mike DiGiacomo] shunned you since that radio broadcast?
A. People, they kind of treat you different.
Q. Did he treat you differently?
A. Absolutely.
Q. How did he treat you differently?
A. People look at you like you are criminal.
Q. Does he know that you have an uncle who was in the Mafia?
A. I don't know.
Q. You don't know if he knows that?
A. I don't have an uncle in the mafia.
Q. Say that again.
A. I didn't have no uncle in the Mafia.
Q. How do you know that?
A. Mafia.
Q. He was convicted. We'll change it, do they know that you have an uncle, your mother's brother, who was convicted of numbers or crimes?
A. I didn't know that he was convicted.
Q. So you say, but do you now believe that he was convicted?
A. No, I don't know.
Q. Okay, you don't know. How has Mike Digiacomo treated — and when did he start treating you differently?
A. It ain't that he treated me, he made remarks to people about me.
Q. How do you know, were you there?
A. No.
Q. How do you know he made remarks?
A. I forgot who it was, somebody came back and told me.
Q. Somebody came back and told you that DiGiacomo made comments to that person about you; correct? That's your sworn testimony?
A. All of New Rochelle talks about me because of the way —
Q. No, no, no.
A. I just said all of New Rochelle talks about me. I'm like talk of the town.
Q. I know, but there is a lot to talk about. He wrote a lot of columns. You have an uncle who was convicted of numbers running, there is a lot about you that people might want to talk about; correct?
A. No, there is not a lot about me.
Q. There is not, well, let's see, you asked your men, some of your men to give up a vacation day and — and go up and work on your girlfriend's house and give up a vacation day, that's known about you; correct?
A. No, that's not known about me.
Q. Known about you within your department? Isn't it? The men in your department —
A. Vacation day, you can do whatever you want on your vacation. This is America. You can do what you want on your vacation.
Q. So it was patriotic on your part to ask your men to give up a vacation day?
MR. SANTORI: Ken, you don't have to be snide.
MR. NORWICK: That's what he said, it's the American way.
MR. SANTORI: That's not what he said, again you are mistaking —
MR. NORWICK: He said it's American.
MR SANTORI: Even in this insignificant way.
A. I explained to you before we are all good friends. We grew up with each other, we help each other. Don't you have friends like that?
Q. Why didn't you pay them?
A. Pay them, my friends.
Q. Your good friends to work on your girlfriend's house?
Q. You just testified that you did pay them.
A. I gave them pizza for lunch. That's how I pay them.
Q. That's how you pay them?
A. Yes, that's how.
Q. They gave up a vacation day and you gave them pizza?
A. That's what we do.
Q. Did Mr. Digiacomo treat you any differently at any point in the last four or five years?
A. He just treats me different, like, he's not friendly like he used to be.
Q. Did he read Mr. Cox's website?
A. I don't know.
Q. So if he treated you differently, it may have been a result of the website; correct? Or something else?
A. He mentioned the radio.
Q. He never mentioned the website? I see, was there anything on the radio program that you are suing over about the Mafia?
A. Yes.
Q. What was said about you about the Mafia?
A. He said something pertaining to if you don't think the Mafia exist in New Rochelle then you are wrong, because there is Jimmy Bonanno, I believe Jimmy Generoso, another name, and we run the City of New Rochelle, not the mayor, and we have a good thing going and we steal and take whatever we want.
Q. Gee, are you suing over that?
A. We're suing over the whole radio broadcast.
Q. No, I don't think so. Are you suing over the broadcast that you just described?
A. This time I don't remember which one. There is a few.
Q. Okay, would it come as a surprise to you if I told you that you are not suing over the radio broadcast that you just described?
A. That ain't what you asked me.
Q. That's a new question.
A. You asked me to say what it was about the Mafia.
Q. It's a new question, would it come as a surprise to you that you are not suing over the Mafia reference?
A. I don't know.
Q. You don't know if it would come as a surprise?
A. I don't know.
Q. In the Mafia; correct?
A. Yes.
Q. Okay, and what was the consequence of that? Did he say I don't want to talk to you anymore because you are in the Mafia. It is like people don't want to be associated with you anymore?
Q. What did Larkin Hays say — is he one of them?
A. He made some remarks and then he just walked away, yes.
Q. And then he what?
A. He just walked away. We didn't get into it.
Q. That was your last interaction with him?
A. Yes.
Q. And that radio program was in 2011?
A. Yes, I believe so.
Q. And you reached out to him in the last two years, two and a half years?
A. No, I just happened to run into him when he made the remark.
Q. In 2011?
A. I don't remember the date.
Q. Was it shortly after the alleged radio broadcast?
A. I don't remember.
Q. Were you claiming that he thought less of you as a result of the radio show?
A. I believe everybody does now.
Q. I know, but him, in particular?
A. Him, my whole neighborhood, everybody does.
Q. Including Hays?
A. Yes.
Q. And that is a consequence of a radio reference to you being in the Mafia? Correct?
A. No, I believe it is about the whole, like I said, the smear campaign in the broadcast over the radio.
Q. That includes the websites; right?
A. And the radio.
Q. Only the radio? Only the radio and not the website?
A. I believe I answered these a lot of times already, I said it was the whole thing, the radio and the website.
Q. Thank you very much for that. Mr. Hays was aware of the whole thing?
A. Yes.
Q. Great. John McCready, what does he have to contribute to this case?
A. I guess people hear it on the radio and they pass it along to everybody else, and one day he got the courage to come up to me and say that all the neighbors are saying that I'm in the Mafia. That they heard it on the radio. They are all talking behind your back. When you did your driveway, they said that the school paid for your driveway, and they all think you are in the Mafia.
Q. Okay, so that's a reference to you on the radio as being in the Mafia; correct?
A. No, it is a reference of the whole thing.
Q. Including a reference to you as being in the Mafia on the radio; correct?
A. I believe I call it a smear campaign, I don't even know Mr. Cox and I don't know why he did this, so it is the whole thing.
Q. Do all these people know that you had an uncle in the Mafia?
A. I didn't know I had an uncle in the Mafia.
Q. Well, that doesn't say — well, didn't Cox say about you that you had a relative in the Mafia?
A. I don't know. I don't remember that.
Q. You don't?
A. I don't remember.
Through the depositions and exhibits it was established by any shadow of a doubt that Jimmy Bonanno is connected to the mafia through his family and that his lawsuit said nothing about my having defamed him by making such a claim.
So, back to Judge Lefkowitz on June 2, 2014, when the parties to the lawsuit appeared before here at the New York State Supreme Court in White Plains, New York. Jimmy's own attorney calls him a liar.
MR. BYLER: But the one thing I do to want say is what Mr. Bonanno just said is just not true. We were approached by another attorney, if we would take the case. And it is a defamation case, but it's not about accusations of his being in the mafia. It has to do with his use of his position in the school district. So it's a little more complicated than that. It's also not true that he can say he doesn't know what's going on. Six months ago he was given the memo by Mr. Miltenberg explaining the concerns and problems we had. And as a result, what I have to say — and I don't like to do it in this way — but I have to say that Mr. Bonanno's statement to you is just not consistent with the facts in any way. We have good basis for making the motion. I appreciate your effort —
THE COURT: You have to deal with the motion at this point —
MR. BYLER: I understand —
THE COURT: — all I can do is tell you you have leave to renew it —
MR. BYLER: Yes.
THE COURT: — and submit the proper papers like you're supposed to do, and I'll reconsider your application. Okay?
MR. BYLER: Your Honor, I thank you for that. I apologize for what's happened. We will take care of it.
THE COURT: And you're directed to appear for a conference in the compliance part, Courtroom 800, June 24th. That's your next date to come in. And a written order is going to be signed and issued today. And I'm uploading it to NYSEF. Okay? And it's mailed to the plaintiffs and pro se defendant, Mr. Cox. Okay.
MR. NORWICK: Your Honor, does the case proceed?
THE COURT: Yes, it does.
MR. NORWICK: Thank you.
THE COURT: We don't stop cases from proceeding. That's what a court is about. Cases go on every single day and they keep pushing for you. We have nothing else to do but keep cases moving. Right? You notice how cases move here?
MR. NORWICK: I'll make the observation that lawyers have to eat.
THE COURT: Okay?
MR. BYLER: Thank you.
THE COURT: Next case.
MR. BYLER: Am I supposed to go to the next hearing, too?
THE COURT: Yes. You're still there. If you want to go, you can go. Your client is still a client. Who's next?
The conference on June 24th did occur as scheduled. During that conference, there was an agreement to settle the case. Through various errors by Andrew Miltenberg's firm and Jimmy Bonanno changing his mind, over and over again, the case did not settle based on that agreement. We all ended back in court in the fall until Bonanno agreed that the case would be settled with me receiving a $2,000 check and Jimmy and Little Jimmy getting nothing. In other words, I won and they lost.
Next up I am going to jump over the VRI files and take a close look at Scott Empara, one of the bigger scoundrels in the district.
NEXT: New Rochelle Board of Education: Criminal Enterprise Masquerading as an Educational Institution – Part VI
New Rochelle Board of Education: Criminal Enterprise Masquerading as an Educational Institution – Table of Contents


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text: Bortom is a company based in the south of Sweden and are producing socks and attributes for cyclists. Me and one other designer created a concept for an identity and designed their summer-socks for 2017. Parallel to this we wrote a thesis about the visual change in appearance in the cycling world since 1966. I know way too much about Tour du France. Ask me anything. I dare you.


text:
Consulting committee
The Committee is a permanent consulting body, composed as follows:
Artea - Azienda Regionale Toscana Erogazioni Agricoltura, Confindustria Firenze, Federalberghi Firenze, Guccio Gucci Spa, IRPET - Istituto Regionale per la programmazione economica della Toscana, KPMG Spa, Ordine dei Dottori Commercialisti e degli esperti contabili di Firenze e di Prato, Sofidel Group, Unicoop Firenze.
The Committee task is to evaluate if the School complies to labour market needs and to make improvement proposals.
The Committee members have different and complementary skills and experiences, useful for the educational aims of School programmes.
The Committee is called and coordinated by the Dean of the School and meets at least once a year. However, its activities are continuously carried out thanks to working groups and consultations.
Firms and institutions wishing to take part in the School of Economics and Management Consulting Commettee can contact email@example.com