4 декабря 2016 года на аукционе Bonhams’ Bond Street появится винтажный автомобиль Rolls-Royce с «единственным в своем роде интерьером». Стоимость лота может составить 700 000 фунтов стерлингов.Откуда взялась такая цена вы можете увидеть сами ...Фото 2. Уникальный Phantom I был куплен в 1926 году финансовым директором компании Woolworths Кларенсом Гаском как подарок жене. Шасси и двигатель приобретены у Rolls-Royce за 1 600 фунтов и переданы в компанию Чарльза Кларка из Вулверхэмптона, специализирующуюся на постройке кузовов. Задача, которую поставили перед специалистами - создать дизайн автомобиля во французском стиле.Фото 3. Главный дизайнер компании Беннетт пригласил французского мастера, который потратил девять месяцев на создание гобелена для задних сидений. Стоимость данного заказа составила еще 500 фунтов (в те времена за эти деньги можно было купить дом), зато пассажиров радовали изображения обнаженных херувимов на потолке автомобиля.Фото 4. В заднем отсеке установлен барный шкаф, двери облицованы панелями из красного дерева, также имеются французские часы из золоченной бронзы, фарфоровые вазы с каждой стороны и шкафчик для макияжа.Фото 5. Общая цена автомобиля составила 6 500 фунтов, а его постройка заняла десять месяцев. Машина была доставлена паре в апреле 1927 года. После 18 месяцев использования автомобиля мистер Гаск скончался в возрасте 54 лет, а его супруга пользовалась автомобилем еще 10 лет.Фото 6. В 1952 году автомобиль приобрел коллекционер Rolls-Royce, который продал его в 1989 году коллекционеру из Японии, затем он пропал из виду на некоторое время. В 2002 году его восстановили в США и отправили в Англию, где автомобиль хранился до этого момента.Фото 7. Фото 8. Фото 9. Фото 10. Фото 11. Фото 12. Фото 13. Фото 14. Фото 15. источникиhttps://www.thecourier.co.uk/fp/news/uk-world/302960/like-throne-room-versailles-car-rare-rolls-royce-expected-fetch-700000-auction/http://newsmir.info/650794Вот еще необычные автомобили: вспомните, что такое Гиробусы и что это за Необычные грузовики с очень низкой кабиной. А вот еще Советский автомобильный самострой и удивительный ГАЗ-3105 "Волга". Вот какой был Концепт Chevrolet Ultimus опередивший свое время и Шестиколесный Citroen CX Tissier SixWheeler
Крупнейшая в Австралии нефтеперерабатывающая компания Caltex Australia сделала предложение на предмет приобретения сети АЗС у Woolworths. Стоит отметить, что стоимость данной сделки оценивается более чем в 1,5 млрд австралийских долларов ($1,1 млрд).
Крупнейшая в Австралии нефтеперерабатывающая компания Caltex Australia сделала предложение на предмет приобретения сети АЗС у Woolworths. Стоит отметить, что стоимость данной сделки оценивается более чем в 1,5 млрд австралийских долларов ($1,1 млрд).
Историк архитектуры и градостроительства Николай Васильев помог Лайфу выяснить, что позаимствовали у американцев русские архитекторы и прототипом каких небоскрёбов всё-таки были сталинские высотки. Американская база для российских талантов Вряд ли в Москве найдётся человек, который ни разу не "затоваривался" в ГУМе, ну или хотя бы не наслаждался его архитектурными изысками в лучах рассветного солнца, выходя из бара напротив. А пройдя по Театральной площади, разве что слепой не видел настоящий памятник модернизму — гостиницу "Метрополь". Про гиперболоидную конструкцию на Шаболовке говорить не приходится, потому что вы уже, наверное, догадались, что речь сейчас пойдёт о гениальном архитекторе прошлого века — Владимире Шухове. Сложно поверить, но башни по его проектам строят по всему земному шару и по сей день. А дело было так. Небезызвестный Шухов, талантливый инженер и техник, с отличием закончил Императорское московское техническое училище (нынешняя "Бауманка"), за что по традиции получил заграничную образовательную путёвку — на Всемирную выставку 1867 года в Филадельфии. Там его поджидала судьба российской нефтепромышленности и строительства в лице ещё одного даровитого русского инженера — Александра Бари. Интересно, что определить его национальность довольно проблематично: по семейному преданию, род Бари происходит из Франции. На самом же деле он еврей, родившийся в Петербурге, школьные и студенческие годы провёл в Цюрихе, а тонкости инженерного дела познал в Америке, на заводах Детройта. Бари тоже оказался на Всемирной выставке благодаря своему таланту: он выиграл конкурс на строительство её павильонов. За эту работу архитектор впоследствии получит Гран-при и золотую медаль. Именно он принимал российскую делегацию в Филадельфии и уже тогда заприметил молодого Шухова, с которым наладил дружественные отношения и почву для рабочих. В 1877 году Бари с женой вернулся в Россию, сохранив при этом американское гражданство. Здесь его совместная с Николаем Сытенко фирма занялась реализацией проекта по добыче нефти в Грозном и Баку. Александр вспомнил о молодом инженере Шухове и пригласил поучаствовать в этом деле. Задача была выполнена блестяще, фирма заказчиков — братьев Нобель — стала одной из крупнейших нефтяных компаний в России и за рубежом. — Бари понял, что у Шухова мощный потенциал. А у него самого были опыт и возможности. И тогда Бари предложил своему другу должность главного инженера и технического директора в собственной фирме "Строительная контора инженера А.В. Бари". Шухов "толкал" идеи, а Бари помогал с их воплощением и занимался более утилитарными вещами, — рассказывает Николай Васильев. Продолжая свои научные изыскания в области нефтедобывающей промышленности, Шухов вскоре изобрёл форсунку, с помощью которой впервые в мире осуществил промышленное факельное сжигание мазута. Ещё одним его достижением является разработка цилиндрических стальных резервуаров на песчаных подушках. Особая форма этих нефтехранилищ позволила уменьшить расходы на сталь, так как толщина их стенок уменьшается кверху. Принципы, разработанные Шуховым, остаются актуальными и в наши дни. Возможности для таких исследований появились у Шухова во многом благодаря конторе Бари. Говорят, что Бари эксплуатировал меня. Это верно. Но и я эксплуатировал его, заставляя выполнять мои даже самые смелые предположения Владимир Шухов, архитектор Другое известное изобретение Шухова — гиперболоидные конструкции и металлические сетчатые оболочки. Впервые они были применены при строительстве павильонов и Всероссийской промышленной и художественной выставки 1896 года в Нижнем Новгороде. Кто их строил? Разумеется, "Строительная контора Бари". Лёгкие ажурные конструкции из прямых балок тем не менее являются очень прочными, потому что испытывают минимальную ветровую нагрузку. Вспомним многострадальную Шуховскую радиобашню на Шаболовке, которая стоит и по сей день, несмотря на отсутствие противокоррозийного покрытия, редкое подновление и одновременно грубое вмешательство в устройство конструкции. Но здесь важнее другое: это открытие русского инженера не могло бы быть сделано — по крайней мере, к этому времени, — если бы несколькими годами ранее, в 1885 году в Чикаго не возвели небоскрёб. Это было здание страховой компании (The Home Insurance Building), автором которого является американский архитектор Уильям Ле Барон Дженни (William Le Baron Jenney). И именно при его строительстве впервые был использован стальной каркас, благодаря которому удалось уменьшить вес здания почти на треть. Это достижение американцев дало мощный толчок инженерии и открыло новые возможности строительства, и по всему земному шару стали появляться архитектурные сооружения с использованием стальных конструкций, в том числе те самые павильоны Нижегородской выставки. Этот факт ни в коем случае не преуменьшает талант и заслуги Шухова — ведь большинство открытий происходит на базе уже свершённых разработок и достижений. Лишним доказательством гениальности гиперболоидной конструкции будет то, что аналогичные башни по этому проекту возводятся в разных странах мира и в наше время. Чикагские истоки Сталинского ампира Как ни странно, именно американские небоскрёбы во многом стали прототипами сталинских высоток. Несмотря на столь разительные различия во внешнем облике и непосредственно высотности, архитектурная концепция "скайскреперов" явилась прародителем конструктивистских изысканий Иосифа Виссарионовича. После пожара 1871 года в Чикаго и резкого повышения цен на землю строительство небоскрёбов пришлось кстати, и в 1980-х здесь появилась Чикагская архитектурная школа, работавшая над обликом новых высотных построек. Её архитекторов в первую очередь волновал вопрос внешнего оформления, которое бы позволило отразить систему конструкций этих зданий. Одним из наиболее выдающихся представителей Чикагской школы является Луис Салливен, который провозгласил новый принцип: "Форма в архитектуре следует функции". Отсюда — стремление "оголить" фасад, убрать излишние украшения, подчинить внешний вид промышленным или коммерческим требованиям. В начале становления Советского государства, когда у нас ещё ничего не было (старое не в счёт, его мы сбросили с корабля современности), мы строили новый мир, ориентируясь на последние заграничные достижения. И в середине 20-х — начале 30-х годов в Америку была отправлена целая делегация архитекторов с целью перенять иностранный опыт в создании высотных зданий и, конечно же, метро — в то время уже существовавшее в Америке. Одним из таких "посланцев" был Вячеслав Олтаржевский, проучившийся и проработавший в Нью-Йорке почти десять лет, досконально изучивший высотное строительство. На Родине его судьба слагалась не столь счастливо: строительство уже утверждённого проекта Всесоюзной сельскохозяйственной выставки в Москве многократно откладывалось, а когда в 1938 году Олтаржевского обвинили во вредительстве и отправили в лагеря, все завершённые постройки снесли. Отбывая заключение в Воркуте и трудясь на благо Отечества, автор монументальных зданий был вынужден проектировать одно- и двухэтажные дома. По завершении срока Олтаржевского пригласили в 1947 году в комитет по строительству высотных зданий. Его совместный с архитектором Аркадием Мордвиновым проект гостинцы "Украина" в Москве был наконец-то утверждён и воплощён в жизнь — здесь и пригодились полученные Олтаржевским "американские" знания о проектировании небоскрёбов и гостиниц. "Слизали", но не всё Существует мнение, что советскими архитекторами был заимствован не только тип стальной каркасной конструкции, но и сами образы зданий. Так, огромное внушительное Municipal Building Манхэттена так восхитило первого архитектора главного здания МГУ Бориса Иофана (а быть может, и самого Сталина), что именно оно было взято за образец будущего университета. И, действительно, глядя со стороны главного фасада на этот манхэттенский небоскрёб, можно заметить определённое сходство с МГУ. Или ещё пример: Woolworth Building является аналогом здания МИД на Смоленской площади. Наконец, высотная часть Terminal Tower в Кливленде напоминает дом у московского зоопарка. Но, безусловно, было бы верхом слабоумия заявить, что советские зодчие "слизали" всё у иностранцев. Мы наблюдаем серьёзные различия между этими постройками: если в случае с американскими небоскрёбами уместнее говорить об имперском стиле, то при строительстве сталинских высоток архитекторы опирались, в первую очередь, на античную традицию. Кроме того, ни о каком функционализме сталинской вариации ампира говорить не приходится: обратите внимание на план того же здания МГУ или "Украины" с внутренними колодцами и двориками. И, наконец, обилие украшений на фасадах, многочисленные скульптуры и, конечно, башни со шпилями — которые, как считается, были добавлены по настоянию Вождя — никак не соотносятся со стремлением "очистить" фасад американских небоскрёбов. Достижения чикагских архитекторов были усвоены и переработаны нашими зодчими, и, в свою очередь, также стали огромным вкладом в историю всемирной архитектуры.
In 2007, he saw himself as part of a movement that would take African Americans to the Promised Land. Nine years later, his role in the lineage is less certain.
The rate of disruption and change may have convinced you that the old rules of business no longer apply. At least one - and perhaps all - of the speakers at your last professional conference fueled your growing fear with their admonitions to unlearn and reinvent or become obsolete. Take a breath. The world in which you compete has changed ... a lot. That doesn't necessarily mean, however, that the sky is falling. What Has and Hasn't Changed It is important to draw the distinction between companies that have been successful in the past with those that are on life-support. If your company is in crisis, your first responsibility is to stop the bleeding and begin an organizational overhaul. For everyone else, it is crucial to recognize what has and hasn't changed. Online video providers made Blockbuster obsolete, but they didn't change everything. They only changed the thing that mattered most to their customers - ease of use. It is the same for your industry and business. Someone will focus on and innovate around points of distinction where they can be faster, better, cheaper, and/or friendlier. In other areas, they will do things basically the same as, and not necessarily better than, you. In other words, you don't need to reinvent everything. You only need to reinvent the areas that allow you to remain competitive. You don't have to unlearn everything that worked in the past either. In fact, you probably shouldn't even if you could. George Santayana wrote that "when experience is not retained, as among savages, infancy is perpetual." In other words, unlearning, in its literal definition, stunts growth and is potentially dangerous. True unlearning runs the risk that you will lose something important in the processes of acquiring new knowledge or perspective. Constants remain in your business even in the midst of radical change. You still have to serve customers and treat them with respect. Staff must be acquired, trained, engaged, and retained. You still need to keep up with inventory, follow regulations, and control costs. Whatever Happened to Woolworth? F.W. Woolworth was a fixture in towns and cities around the world for decades. By the 1980's, however, buying patterns shifted away from the traditional "five and dime" model that sold many things at a low cost. Fortunately, the Woolworth Company purchased Kinney Shoes in 1963. While Kinney Shoes has joined Woolworth Stores as a relic of the past, the company lives on today because the company purchased an athletic specialty shoe company in City of Industry, California. You know that company as Foot Locker. The Two Beliefs You Need to Discard Woolworth/Foot Locker didn't unlearn. Rather it discarded two beliefs that could have doomed it to extinction. They are the same beliefs that you need to discard to flourish in a future of uncertainty and upheaval. There is only one way to do things. Woolworth wasn't locked into a belief that five and dime stores was their only path to success as a company. Without the willingness to look at other ways to succeed there would have been no purchase of Kinney Shoes and the specialty stores that would ultimately allow it to remain relevant. Past success proves you were right once. Foot Locker doesn't succeed today because Woolworth reached a crisis and said, "We have to reinvent." It succeeds because Woolworth's never stopped inventing in the first place. Your job isn't to reinvent. It is to continually invent, tweak, and adapt in pursuit of service to your customers and profits for your company. The challenge faced by the Woolworth Company are not that different than those you face today. What is different is that the advance of technology has stripped away the illusions that you can rest on your laurels or that you will be immune from the uncertainty and upheaval. Randy Pennington is an award-winning author, speaker, and leading authority on helping organizations achieve positive results in a world of accelerating change. To bring Randy to your organization or event, visit www.penningtongroup.com , email [email protected], or call 972.980.9857. Randy Pennington does not have a financial interest in any company mentioned in this post. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
As the country marks the 15th anniversary of the Sept. 11, 2001 terrorist attacks, a multisite photography exhibition looks at how the World Trade Center ― and its absence ― has defined New York’s skyline over the decades. Camilo José Vergara moved to New York City in 1970. He grew up in Rengo, Chile ― a town where the tallest building was a three-story post office, he said. Vergara’s arrival coincided with the construction of the Twin Towers, and he has routinely photographed the site for the last 46 years. “I saw the soaring towers as a symbol of a new world emerging,” Vergara wrote in a recent essay. “From up close, they simultaneously attracted and repelled me: I saw them as a place of exclusion, where the contradictions of wealth and poverty were extreme. But from afar the buildings were transformed. They became a place where ordinary people could dream that the skyline was theirs.” Vergara’s work is on view in three places this fall: at the New York Historical Society and the National Building Museum in New York, as well as in an online collection at the Library of Congress, which also holds Vergara’s entire archive. The exhibitions commemorate the anniversary of the 9/11 terrorist attacks that killed 2,977 people. Vergara’s photographs show the construction of the Twin Towers, the day of the Sept. 11 attacks, the empty space they left behind, and the new One World Trade Center building emerging on the horizon at the Ground Zero site. Vergara, a National Humanities Medal honoree and 2002 MacArthur Foundation Fellow, originally trained as a sociologist. He is transfixed by cities’ changes, visiting the same locations around the country repeatedly over decades. Often, he documents inconspicuous sites ― like a forlorn street in Camden, New Jersey, or the folk art murals of President Barack Obama that adorn the walls of inner-city shops. New York’s architecture is much better documented than many of Vergara’s other subjects, but he still photographs the city studiously, returning to multiple spots to capture the World Trade Center site and other buildings from the same vantage points. Vergara noted one of 9/11’s unexpected consequences: Early 1900s “cathedrals of industry” regained some of their previous prominence. “These landmark skyscrapers were suddenly exposed, but today, are being eclipsed rather than framed by the new World Trade Center,” he wrote. Critics’ reviews of the new One World Trade Center building have been mixed, but the Twin Towers weren’t always beloved architecture, either. “Their smooth façades and uniform rows of narrow windows projected the monotony and order that are often identified with corporate culture,” Colin Moynihan writes in The New Yorker. “Though they soared higher than any other buildings in New York City, their boxlike appearance was more utilitarian than inspiring.” Even if people disliked the buildings, there’s no denying they were iconic ― both for residents who saw them from all over the city, and for the rest of the world, which saw them towering over the skyline in countless movies and television shows. While the shape of New York’s skyline has changed, in Vergara’s images, the changes appear to be an essential part of the city’s identity. “The skyline is often how people relate to cities,” Vergara told The Huffington Post. “If a city has a skyline, it enters into a different category. It’s a grand city, a great city.” Vergara, now in his early 70s, will be photographing the 9/11 Memorial on Sunday evening and has no plans to stop shooting in New York or other cities around the country anytime soon. His latest book, Detroit Is No Dry Bones, comes out this fall. CORRECTION: An earlier version of this story misidentified the Woolworth Building as the Trump Building. _____ Kate Abbey-Lambertz covers sustainable cities, housing and inequality. Tips? Feedback? Send an email or follow her on Twitter. _____ -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
Woolworths, Australia's biggest supermarket chain, reports a record annual loss of A$1.2bn (£690m), following its decision to quit the DIY market.
Крупнейший в Австралии оптовый продавец продовольственных товаров Metcash приобретет одно из подразделений своего конкурента в лицеWoolworths с целью укрепления своего бизнеса. Стоит отметить, что стоимость данной сделки составит 165 млн австралийских долларов ($125,5 млн) наличными.
IN 2013, student Na Wang began shipping fish oil capsules to China from Sydney to help pay the rent. Now, she’s in business, part of a growing army of Chinese shopping agents sending Australian food and
Крупнейший в Австралии оптовый продавец продовольственных товаров Metcash приобретет одно из подразделений своего конкурента в лицеWoolworths с целью укрепления своего бизнеса. Стоит отметить, что стоимость данной сделки составит 165 млн австралийских долларов ($125,5 млн) наличными.
Image source: PhotoDune One of the biggest challenges any retailer faces is moving their brand online. How can you take the trust and relationships you've built with your customers can convert that into an online offering? The benefits of retail, tangible goods that you can touch and feel, can be difficult to replicate for ecommerce entrepreneurs. How can you ensure your brand retains its value when you move online and continue to build your share of the market? The online market space offers businesses the opportunity to reduce operational costs, provides new promotional opportunities and gives the ability to reach new markets with your existing offerings. But how exactly do you do it? It's not as simple as you might think, you can't just set up a WordPress site and start trading. If you fail to develop real synergies across your marketing channels and add real value to your customer offerings, you might destroy a real opportunity. Failing to implement your ecommerce channel effectively can damage your existing brand, cause conflict in your existing supply channel and even sabotage your future attempts to go online. How can the manager of a bricks and mortar store take the leap? Image source: Custom design For many retailers, the marketing is becoming increasingly competitive. Not only do you need to ensure that your product offerings represent your customer's needs and wants, but you also need to beat out local, regional and even international competition. How can you ensure that you offer a high degree of value and achieve a competitive advantage? You might have already thought of the answer, ecommerce. Traditional retail has lost its edge. While the predictions of the death of mom and pop store may have been premature, retailers no longer have a competitive advantage from their offerings. These day's international manufacturers can copy your product offering, attempts at price wars will only eat into your profits and promotional ventures will only deliver short term wins. The key to establishing a long-term strategic advantage is establishing effective marketing channels. Merging your offline and online presence effectively is incredibly difficult for competitors to replicate and can be the key to capturing your market. Image source: Custom design Omni-Channel The development of the Omni-channel is not just a buzzword, creating a multifaceted system of marketing channels is an excellent way to differentiate yourself as a brand. Retailers looking to move beyond their single or multi-channel distributors are capturing real customer value. If you can merge your online channel with your bricks and mortar store, you can develop a brand that attracts, converts and retains customers. The key to supply and distribution is reducing consumer costs. These costs aren't necessarily price; you need to consider your customers time and effort. The time spent searching for you online, the effort spent deciphering your website and your product offerings. You need to reach your customers with the right marketing tactics, then ensure your website is attractive, user-friendly and works. Online experience The number one thing to consider now is customer experience. In the contemporary market, it's no longer the quality of products or customer service you offer, but the experience you deliver. Customers are looking for a meaningful connection with their favorite brands, and the easiest way to do that is to ensure they have no barriers or costs associated with their consumption. Think outside of monetary costs here, reducing psychological costs such as effort, searching and learning can create barriers between your customer and their search for what they want to buy. Customers are going online, looking not only for low prices but convenience, and new experiences. Image source: Custom design Developing your supply chain to respond to customer needs is not just a way to reduce costs, it's a real way to differentiate your offerings. There are so many different ways to reach your customers. The king of delivery has got to be Amazon; their innovative strategies such as same-day delivery has set themselves apart. Check out their new method. Don't you have the infrastructure to support drone deliveries? No problem. There are so many different strategies available; you are only limited by your imagination. A great example of a simple solution is the click & collect model. Click and collect is a supply chain model where customers can order their product online, then pick up in store. Customers want to be able to see the products features, compare the product and prices with other and then enter their payment details simply and securely. Many online brands have built their online brand around versatility and options; the key is to provide customers with the solution that suits their requirements. The more options you provide your customers, the more likely you are to achieve long term relationships bonds. There are some companies currently looking to change the way they offer their products. Businesses are using click and collect to improve the way they interact with consumers and refine their supply chain's reflected demand. Online sales channels can give more insights into consumer behavior and offer marketers access to rich data for analytics. Click and collect increases the ease of purchase for customers, while also giving marketer's more information about their demands. Let's look at two examples of click and collect, one from a small brand and another from a large corporation. Market position is going to have a significant impact on how you set objectives and establish a strategy. So let's consider two brands with very different levels of market capitalization. Woolworths, the Australian supermarket giant is looking to maintain its dominance of the market and reduce the number of customers defecting to newcomers Aldi. As a mass market brand, their click & collect mechanism will be unfamiliar to many shoppers and as a result, has clear instructions about how it works and how it benefits the consumer. For smaller brands in the ecommerce space, competing on price is often the only source of competitive advantage. Unfortunately, competing on price will ultimately eat into your margins. Changing how you present your delivery, and pickup options can help to differentiate your offering. Look at the online retailer Peter's of Kensington's delivery page, some options are used, and the value proposition mixes price advantage with convenience. For many customers, the most important element of the marketing mix is likely to be price, but experimenting with different strategies can help you to differentiate from competitors. The key to finding the right combination is experimentation. Trial your supply chain mechanism and keep what works, but quickly cut things that don't. The key to effective marketing channels is adding value to how your target market perceives your offerings. So you've got the right products, and you've established a hot delivery system. How do you talk to your market? The Right Marketing Tools How do you find your target market? The easiest way to speak to your key customer segment is to meet them where they hang out. Whether you are a start-up, or a seasoned retail brand looking to get online, firms need to ensure they're top of mind when customers start searching. From your experience, think about how you shop. Do you let Google auto-complete your questions? Your client does too. So it's time to invest in a real marketing strategy. Image source: Cusom design In highly competitive markets, many firms find themselves competing on price. This doesn't need to be the case. If potential customers can see you right at the beginning of their search for information, you're more than half the way there. There are so many different ways to reach customers through search, and optimizing your page to ensure you can be found on Google is essential. Search Engine Optimization (SEO) is one of the most effective mechanisms to achieve visibility in a crowded market and doesn't require a huge amount of technical nuance. There are also a range of marketing apps online for ecommerce if your target market is heavy smartphone users, investigating in-app purchases could be useful. Whether you invest in online marketing or develop a phone app, it's essential that you research your target market to deliver the most value. Achieving top of mind brand recall when a customer begins their information search is key. So investing in online marketing, ecommerce smartphone apps or revamping your website can make the difference when it comes to improving conversion rates and close sales. Now once you've captured your market, it's essential that you convert. How do you stop people deserting their shopping cart at the final hurdle? The Final Hurdle So you've got great traffic, people are engaging with your website. But there's a problem. If you've found that customers are deserting their shopping cart, you need to consider the way customers want to pay. You need to make the payment process as seamless as possible, any inconvenience or perceived effort will have customers jumping ship. You need to understand what customers want. Whether they want to use their credit card, PayPal account or maybe even bitcoin, you need to meet them more than halfway. You'll see your conversions increase and have a better relationship with customers. Bottom Line: Ultimately, the key to moving your bricks and mortar store online successfully is understanding what your customers want. Once you've made payments easy, optimized customer experience and meeting your customers where they want to see you, you're almost there. Make sure you continue to monitor your target market. Keep a keen eye on social media, forums and check out reviews of both your page and competitors. This will allow you to adjust your offerings and stay ahead of the curve to match the markets demand. Remember that your online brand is an extension of all the hard work you've put into your retail store! -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
The chaos on the floor was downright embarrassing. As Democrats ‘occupied’ the House Wednesday and staged a ‘sit-in’ to push for action on gun control legislation, critics lambasted them for their actions, with one GOP rep calling the action “a disgrace”. “Calling this a sit-in is a disgrace to Woolworth’s,” Rep. Mark Walker (R-N.C.) tweeted, referring to the infamous civil rights protest ‘sit-ins’ that took place in the 1960s. Walker noted that while those protesting back then were asking for rights, House Democrats are protesting to have rights taken away. The lawmakers told reporters that they would not move from the floor until House Republicans schedule a vote on gun control legislation. Cameras in the chamber were turned off, and the House was declared in recess, with Speaker Paul Ryan’s entourage declaring that it would remain that way for as long as the Democrats choose to hold up the legislative process. Is it any wonder that the disapproval of Congress’ hypocrisy has reached record highs consecutively throughout Obama’s reign in office? The United Nation’s desperation to disarm American citizen’s in order to reduce us to fodder for the whims of The New World Order has never been more obvious. Help us spread the word about the liberty movement, we're reaching millions help us reach millions more. Share the free live video feed link with your friends & family: http://www.infowars.com/show Follow Alex on TWITTER - https://twitter.com/RealAlexJones Like Alex on FACEBOOK - https://www.facebook.com/AlexanderEmerickJones Infowars on G+ - https://plus.google.com/+infowars/ :Web: http://www.infowars.com/ http://www.prisonplanet.com/ http://www.infowars.net/ :Subscribe and share your login with 20 friends: http://www.prisonplanet.tv http://www.InfowarsNews.com Visit http://www.InfowarsLife.com to get the products Alex Jones and his family trust, while supporting the growth of our expanding media operation. [http://bit.ly/1WYw8jp] Vitamin Mineral Fusion™ [http://bit.ly/1QYBNBv] Joint Formula™ [http://bit.ly/1nNuR3r] Anthroplex™ [http://bit.ly/1ljfWfJ] Living Defense™ [http://bit.ly/1Iobcj2] Deep Cleanse™ [http://bit.ly/1DsyQ6i] Knockout™ [http://bit.ly/1Kr1yfz] Brain Force™ [http://bit.ly/1R5gsqk] Liver Shield™ [http://bit.ly/1cOwQix] ProstaGuard™ [http://bit.ly/1mnchEz3] Child Ease™ [http://bit.ly/1xs9F6t] WinterSunD3™ [http://bit.ly/1L3gDSO] Ancient Defense™ [http://bit.ly/1EHbA6E] Secret-12™ [http://bit.ly/1txsOge] Oxy Powder™ [http://bit.ly/1s6cphV] Occu Power™ [http://bit.ly/1rGOLsG] DNA Force™ [http://bit.ly/1nIngBb] X2 Survival Shield™ [http://bit.ly/1kaXxKL] Super Female Vitality™ [http://bit.ly/1mhAKCO] Lung Cleanse™ [http://bit.ly/1mGbikx] Silver-Bullet - Colloidal Silver™ [http://bit.ly/1xcoUfo] Super Male Vitality™ [http://bit.ly/1z5BCP9] Survival Shield - Nascent Iodine™ [http://bit.ly/1o4sQtc] Patriot Blend 100% Organic Coffee™ [http://bit.ly/1iVL6HB] Immune Support 100% Organic Coffee™ All available at - http://www.infowarsshop.com/ INFOWARS HEALTH - START GETTING HEALTHY BEFORE IT'S TOO LATE - http://www.infowarshealth.com/ Newsletter Sign up / Infowars Underground Insider : http://www.infowars.com/newsletter
'We have been too quiet for too long,' said Rep. John Lewis, the civil rights icon.
Leonard Cohen, Rod Stewart, Chris Martin and Shaun Ryder feature in this collection of tales of fathers … stories of love, neglect, violence and hero worshipIan Dury’s song “My Old Man”, from the album New Boots and Panties!! (1977), is the inspiration for journalist Ted Kessler’s collection of musings on fatherhood. The original album cover is a photograph of Dury standing next to his five-year-old son Baxter, outside Axford’s lingerie shop on Vauxhall Bridge Road. Woolworths and a Mini on the other side of the road are reflected in the shop window. Kessler’s book is a series of verbal portraits of baby boomers who grew up to become fathers, written by their children. Most of the contributors are around Baxter’s age: plenty old enough to be parents themselves and to remember childhood before the internet.My Old Man began as a blog. Kessler’s mother died suddenly in 2013, the same year his father turned 80. Dury’s lyrics played on his mind: “Died before we’d done much talking / Relations had begun / All the while we thought about each other / All the best mate, from your son.” He launched a website to collate paternal experiences, starting with his own. In 2015, as he was proofing the book version of the blog, Kessler’s father visited him in Paris. As usual, they didn’t do much talking and after an uncommunicative supper, Kessler snapped: “Dad, I don’t want to talk about the shirt you brought me that doesn’t fit me and that you’ve forgotten to give me.” Then they parted as friends at a crossroads with a hug and kiss. “‘Love you, Dad,’ I said. I really meant it.” Continue reading...
Administrator Duff & Phelps calls in liquidators with BHS brand likely to disappear and shops to closeBHS department stores are to disappear from British high streets after almost 90 years, with 11,000 workers losing their job.In the biggest failure in the retail industry since the demise of Woolworths in 2008, the administrators to BHS will wind down the business and close its 163 shops after a rescue deal fell apart. The liquidation of BHS will crank up the pressure on Sir Philip Green and Dominic Chappell, the former owners of the retailer, who have left BHS with a £571m pension deficit. Continue reading...
(Don Boudreaux) TweetMy 19-year-old son, Thomas – of whom I’m as proud as any parent can possibly be of a child – is a budding astrophysicist. His professional interests reside purely in the hard sciences and in mathematics. Yet his understanding of economics runs deeply. (Yes, I’m bragging. Or: is it bragging if it’s true?) Thomas naturally […]
Think your choices have little impact on our ailing planet? Think again. A new report about the surge of the global sustainable seafood market this month reveals how consumer and corporate decisions could significantly move the needle when it comes to tackling the world’s environmental woes. The International Institute for Sustainable Development report found more than 23 metric million tons of seafood certified as sustainable -- worth $11.5 billion -- was sold worldwide last year. Sustainable seafood now accounts for 14 percent of global seafood production, the report said. That’s a whopping leap from a decade ago, when only 0.5 percent of seafood production was considered sustainable. Seafood is a huge industry worldwide. In 2014, the overall trade value of the global seafood sector was about $140 billion, making it one of the most valuable non-petroleum products traded internationally. An estimated 10 percent of the global population relies directly or indirectly on the seafood industry for their livelihood. But overfishing and other problems plague the industry. More than 85 percent of the world’s fish stocks are fully exploited or over-used. Rampant fisheries mismanagement has also resulted in a slew of other issues, including by-catch, where non-target animals like dolphins, sea turtles or birds are trapped in fishing gear, and the destruction of fragile marine ecosystems. But now the “rapid expansion of sustainable seafood practices is helping to address decades of mismanagement,” said Jason Potts, the report’s lead author, in a statement. According to the report, which explored the impact of the nine most common sustainability certification schemes, including Marine Stewardship Council, Naturland and Friends of the Sea, certified seafood production increased 35 percent annually over the past decade -- almost 10 times faster than conventional seafood production over the same period. To qualify for certification, seafood has to be either caught in the wild or farmed in ways that help sustain the species and the health of the oceans, as well as the livelihoods of communities dependent on fisheries. “Seafood standards have played a major role in defining what constitutes sustainable practice in wild catch and aquaculture fisheries,” Potts told The Huffington Post in an email this week. “The various certification systems provide a vehicle to enable the market to include sustainable practice within the pricing mechanism. Seafood standards also play an invaluable educational role among the industry, helping different actors in the promotion and integrations of sustainable practice within their business and policy decisions.” Potts credits the actions of corporations and nonprofits for the surge in sustainable practices in the seafood industry. “Growth has been driven by major commitments by retailers in North America and Europe,” he said. “NGOs have, of course, played a major role in generating interest among the retailers.” Companies including IKEA, Sainsbury’s, Whole Foods, Woolworths and Walmart were highlighted in the report for their commitments to 100 per cent sustainable seafood sourcing by 2020. A growth in consumer awareness and interest in sustainability has also played a critical role in the industry shift. Reports about modern-day slavery in the Thai fishing industry prompted a shrimp boycott in the U.S. last year, which compelled companies like Costco and Whole Foods to improve monitoring of their suppliers. A 2014 survey found that almost two-thirds of consumers want restaurants to offer sustainable seafood options, while a 2015 Nielsen survey found that brands that demonstrated a commitment to sustainability were outperforming those who don’t. “In the past year alone, sales of consumer goods from brands with a demonstrated commitment to sustainability have grown more than 4 percent globally, while those without grew less than 1 percent,” the marketing research firm said. “Sustainability is a worldwide concern that continues to gain momentum --especially in countries where growing populations are putting additional stress on the environment,” said Grace Farraj, senior vice president of public development and sustainability at Nielsen, in a statement. “An increasing number of consumers in developed regions consider sustainability actions more of an imperative than a value-add.” But though researchers said the shift towards more sustainable seafood is a positive step, there's still a long way to go. Conventional seafood continues to dominate global production and, as the report revealed, the types and origin of certified seafood are still relatively limited to a handful of species and a few developed nations. Figuring out what constitutes truly "sustainable" is also a challenge, an earlier NPR report showed. Only five species groups account for two-thirds of the world’s sustainable seafood: Peruvian anchoveta (which is mainly used for fishmeal and fish oil), cod, salmon, tuna and mackerel. And most certified seafood production is taking place in just five countries -- Peru, the United States, Norway, Chile and Russia. Developing countries produce 80 percent of the world's seafood, but certification there is rare. Asia accounts for almost 70 percent of global seafood production, but only 11 percent of the certified market. This, however, does appear to be changing, as consumer awareness about sustainability steadily grows in the continent. “I’m seeing and hearing from impact investors in Asia that have an interest in sustainable seafood,” Monica Jain, founder of Fish 2.0, a sustainable seafood competition in California that connects entrepreneurs with investors worldwide, told the Guardian. “We’re beginning to see buyer behavior demand more sustainability in Asia and other places.” To push sustainable certification from niche to norm globally, Potts said government intervention might be critical. “While voluntary standards can certainly help, they can’t be expected to solve all of the problems facing our oceans, which inevitably require intergovernmental action,” Potts said. “Even the successful implementation of voluntary standards on a wide scale will require significant investment from governments on issues like improved stock assessments and economic incentives for switching to sustainable production methods.” If you're interested in buying sustainable seafood, familiarize yourself with the labels of certification schemes like Friends of the Sea and the Marine Stewardship Council. Organizations like the World Wildlife Fund, Oceana and Seafood Watch also have sustainable seafood guides online that can help consumers make more ocean-friendly choices. The Smithsonian's National Museum of Natural History has an introductory guide to sustainable seafood. Read it here. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
The sharing economy exists in a legal grey area beyond the reach of hard-won civil rights laws, and black users say they experience discrimination as a result The four black students who sat down at a white’s only lunch counter at a Woolworth’s in Greensboro, North Carolina, in 1960 catalyzed a nationwide protest movement that led, eventually, to the passage of the Civil Rights Act of 1964: landmark legislation that outlawed racial discrimination in public accommodations – restaurants, stores, hotels, and other businesses. Fifty years later, however, the segregated lunch counter is making a stealthy comeback, thanks to the innovations (and regressions) of what has become known as the sharing economy. Continue reading...
Samuel S. Holloway, University of Portland; Mark R. Meckler, University of Portland, and Rhett Andrew Brymer, Miami University Budweiser, the so-called King of Beers, may be on its last kegs. It may seem odd to picture the demise of the flagship brand of the world's largest beer company. But Anheuser-Busch -- the U.S.-based unit of AB InBev -- is following in the footsteps that led to the irrelevance of a host of other once-dominant companies -- Eastman Kodak, Woolworth's Department Stores, Bethlehem Steel and Blockbuster Video, to name a few. While AB InBev shareholders are cheering each move to boost short-term profitability by snapping up other companies -- including the US$110 billion takeover of rival SABMiller -- CEO Carlos Brito may be unwittingly digging Anheuser-Busch's grave by ignoring long-term trends. How could the rational pursuit of profits and growth through acquisition mean the beginning of the end for Anheuser-Busch? This, we would argue, is a case of disruption theory in action. And the disruptors are the growing ranks of craft brewers that are collectively changing the industry and beer consumption habits as consumers increasingly shun Anheuser-Busch and its products -- the disrupted -- for beers made locally and with a wider variety of higher-quality ingredients. It's something we've witnessed firsthand, in our own research and through an online community called Crafting A Strategy that two of us set up to share knowledge in the beer industry. New market disruption Harvard Business School Professor Clay Christensen coined the phrase "disruptive innovation" in 1995 to describe how a new product or service initially takes root at the bottom of a market and then relentlessly moves upmarket, eventually displacing established competitors. Eight years later he and Michael Raynor described three criteria needed for a new market disruption to occur. Let's consider each criterion in turn in the case of the beer industry. Prohibition became the law of the land in 1919. Flickr/Thomas Cizauskas 1. Large populations of consumers who have not had the means to make the product themselves and have gone without it altogether. For most of the 20th century, high-quality craft beer was in short supply. The bigger brewers mass-produced what one anonymous Midwest "braumeister" described as "flavored water," while home brewing was illegal in the U.S. until relatively recently. In the words of Bill Coors, Adolph Coors chairman and CEO, in 1987: You could make Coors from swamp water and it would be exactly the same. The repeal of Prohibition in 1933 didn't include home brewing, which meant few people knew how to brew and new brewery start-ups were rare. The number of brewers dwindled from several thousand prior to Prohibition to about 100 in the late '70's. That marked a turning point, as a new federal law finally made home brewing legal again. But other laws remained in force in the '80's and '90's that didn't allow early craft brewers to sell directly to consumers, forcing them to first sell to a wholesaler that would then distribute the beer to a retail grocer or bar. This system meant the only way to make a reasonable profit was to go big and leverage economies of scale to ensure your product was featured by distributors. Revelers celebrate with a pint after prohibition is repealed. Bar drinking via www.shutterstock.com 2. Customers who use the product need to go to an inconvenient, centralized location. There were only 89 breweries in America in the late 1970s, and their distribution model meant that consumers had very few choices. In particular, they had inconvenient or no access to craft beer. They generally drank Bud, Pabst, Schlitz, Miller, Coors, etc. By 1981, these brewers controlled 76 percent of the U.S. market. In other words, you had a large population without easy access to well-crafted beer and a system that centralized production and tightly controlled distribution. This created an opportunity for disruption, in the view of Christensen. The question was, would something change that allowed a larger population to make beer and sell the product more directly to consumers? 3. A technology/business model is developed so that a large population can begin owning and using, in a more convenient context, something that historically was available only in a centralized, inconvenient location. In the beer story, that game-changing innovation was the brewpub business model. This became possible after laws began to change in the 1980s to allow over-the-counter sales of beer produced in-house. Yakima Brewing and Malting Inc. opened in Washington state in 1982 and was closely followed by California's Mendocino Brewing in 1983. The advent of microbreweries coincided with other industry trends that made it easier to make a profit from small production. There was also growing ideological opposition to the incumbent sector. Collectively, these changes drove the craft beer revolution in the U.S. Noted beer historian Dr. Martin Stack summed up the innovation this way: Microbreweries represented a new strategy in the brewing industry: rather than competing on the basis of price or advertising, they attempted to compete on the basis of inherent product characteristics. The result? The number of new breweries has grown exponentially, recently surpassing the 1873 U.S. record of 4,131 breweries that now occupy every state. Why disruption works Disruption works because the initial business models or technologies of the eventual disruptors don't perform as well as existing ones, so little attention is paid by the incumbents. N. Taylor Thompson succinctly summarized new market disruption as: a cheaper, more accessible, and worse-performing (business model) that turns non-consumers into customers. From a financial perspective, chasing a smaller group of nonconsumers (like craft beer drinkers) who want only beer that costs a lot to make seems like a relatively foolish use of assets. Instead, executives at AB InBev, which is also known for beers including Corona, Stella Artois and Michelob, understood that making light lagers at a 30 percent to 33 percent operating margin allowed them to earn the most money out of each dollar spent. They ignored craft for so long because craft breweries typically operate on an unattractive 2-5 percent margin. While being ignored, craft beer producers learned and improved without needing to focus attention on direct competition from the large incumbents, pushing operating margins higher and getting the attention of wholesalers who were keen to the changing buying habits among beer drinkers. As a result, their operating margins soared, even as their scale remained relatively small. Boston Beer Company's operating margins, for example, have crept up to 16.3 percent. Brewers Association The number of craft breweries has soared in recent years. Brendan McDermid/Reuters The numbers say it all: while overall beer sales fell 0.2 percent in 2015, sales of craft surged 12.8 percent. Bigger craft brewers are building factories all over the U.S., and pipelines of expertise are flowing toward craft as Anheuser-Busch executives migrate over. But AB InBev's response continues to follow the "disrupted" playbook and typical strategy for mature companies: mergers and acquisitions to defend their existing space and to increase average margins through economies of scale. Most recently, the company agreed to buy fellow behemoth SABMiller, maker of dozens of beers including Leinenkugel's, Miller Lite and Peroni and another brewer chasing the same high-margin beers American consumers increasingly shun. Even attempts by SABMiller's American division, MillerCoors, to create "crafty" beers are increasingly dismissed by consumers. Here's the irony: this merger equates to chasing a 30-33 percent margin on a $2 product (about $0.62) instead of investing in craft processes to make a 16-20 percent margin on a $5 product (about $0.90) that more and more people seem to want. To make things worse for AB InBev, this craft beer movement seems to be not only spreading all over the U.S. but also the world. AB InBev CEO Brito pours a Stella Artois beer after the annual shareholders meeting in Brussels in April. Francois Lenoir/Reuters Chasing profits to death? Wessell and Christensen suggest that by the time incumbent firms realize a new market disruption is occurring, it is usually too late. Even a recent craft beer company buying spree by Carlos Brito and AB InBev likely cannot stem the tide. Case in point: its courtship of highly acclaimed Cigar City Brewing fell apart after the Tampa Bay brewer rejected AB InBev's bid and opted instead in March to become a part of private equity backed brewer Oskar Blues for $60 million. Cigar City likely left tens (perhaps hundreds) of millions of dollars on the table when it walked away from AB InBev. Late last year, for example, wine giant Constellation Brands paid $1 billion for the slightly larger craft brewer Ballast Point from California. At the time, Cigar City founder Joey Redner said: I was almost at the altar with someone else, but it never felt 100 percent right... It was a potentially life-changing opportunity and ultimately, I thought that I wasn't going to be happy. No amount of money was going to make me happy. And his customers, the ones helping drive the trends reshaping the beer industry, must be very pleased, because AB InBev's strategies are creating a backlash. The fear is that by buying up craft breweries they'll end up destroying what they represent. Was Cigar City's move foolish or wise? Redner opted for less money, a better corporate fit and greater control in brewing the product Cigar City's customers expect. Regardless of whether that strategy is successful, we believe this move signals a tectonic shift in the global beer industry. Specifically, craft beer has diminished big beer's longstanding competitive advantages built on scale, distribution and laws that minimized competition from small-scale brewers. Large breweries have now, it seems, entered a strategic decline, merging and acquiring each other and chasing profits at the expense of future customers. Chasing higher profitability through lower-quality products and acquisitions might please shareholders, but it also fits nicely into disruption theory's playbook where new technologies, laws, consumer awareness and business models actively work against the long-held advantages of incumbents. In 20 years, will cracking open a Budweiser on a summer day still be commonplace? Or will it be a relic of times past? If AB InBev stays on its current strategic course, the latter, while tough to imagine now, is the more plausible scenario. Samuel S. Holloway, Associate Professor of Strategy and Entrepreneurship, University of Portland; Mark R. Meckler, Associate Professor of Management, University of Portland, and Rhett Andrew Brymer, Assistant Professor of Management, Miami University This article was originally published on The Conversation. Read the original article. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.