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Onder toparchitectuur gebouwde, moderne en ronduit imposante villa op ca. 4.000 m2. Gunstig gesitueerd nabij Maastricht, Düsseldorf, Brussel, Antwerpen en natuurlijk het Ruhrgebied. Alles in dit prachtpand heeft de maat XXL (vloeroppervlak ca. 1.100 m2), gecombineerd met buitengewoon veel stijl. Ook uitstekend te gebruiken voor een uiterst representatieve combinatie van wonen met kantoor. Vraagprijs € 8.000.000 k.k.

 

Location

Koningskaars 8, Park Hoogveld, Heerlen

Maastricht Region, Netherlands

 

Program

Residential

 

Size

1100 m2

 

Lot size

4000 m2

 

Date of design

2007-2009

 

Date of completion

2011

 

Project team

A.H. Smink Architecten, Bouwbedrijf Peters

 

Client

Private

 

Price (21-05-2014)

€ 8.000.000 k.k.

 

For sale/sold (actually off market)

 

Christie’s International Real Estate

Christie’s and Christie’s International Real Estate creates a mutually beneficial synergy between art and real estate, building a world-class platform for the highly targeted marketing of distinguished properties.

“For Christie’s International Real Estate, the world of luxury property begins at the $1 million mark.”

Mainline food reformers might shake their heads at some of the “healthful” foods that Linkwell promotes. There are coupons for packaged Hormel Natural Choice deli meats, for example, and Smart Balance Buttery Spread, something food-reform author Michael Pollan might classify as a “foodlike substance.” Linkwell does have criteria about what foods it promotes. For example, a food cannot have more than 480 milligrams of sodium per serving and must have two grams or less of saturated fat per serving.

 

“We realize that Lean Cuisine is not a home-cooked, organic meal,” Gardner says. “We are a pragmatic solution that is not letting perfection get in the way of progress.”

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.......***** All images are copyrighted by their respective authors ......

 

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The Miami Herald -- TRAVEL...With storms possible and crowds definite, experts warn: Get to the airport early for Thanksgiving travel. The AAA holiday forecast predicts a 4 percent increase in travel compared to 2010 over the long Thanksgiving weekend, which starts Wednesday.

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.....item 1).... The Miami Herald ... www.miamiherald.com/

 

Tuesday, 11.22.11 ... Welcome Guest LoginRegister

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img code photo...

 

media.miamiherald.com/smedia/2011/11/21/19/20/Z3Qb7.Em.56...

 

With storms possible and crowds definite, experts warn: Get to the airport early for Thanksgiving travel. The AAA holiday forecast predicts a 4 percent increase in travel compared to 2010 over the long Thanksgiving weekend, which starts Wednesday.

 

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.....item 2).... The Miami Herald ... www.miamiherald.com ... The Miami Herald > Living > Food

 

Posted on Thursday, 09.06.12

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img code photo ... Specialized coupon

 

media.miamiherald.com/smedia/2012/09/05/09/30/1bMWOA.Em.5...

 

DEB LINDSEY / WASHINGTON POST

 

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Specialized coupon distribution promotes healthy eating

 

BY JANE BLACK

WASHINGTON POST SERVICE

 

www.miamiherald.com/2012/09/06/v-fullstory/2985602/specia...

 

Cook from scratch. Eat foods in season. Buy locally. That is the conventional wisdom on what Americans must do to become healthier.

 

Ben Gardner disagrees. The founder of Linkwell Health knows that Americans, especially those with chronic diseases, should eat better. Consumers with diabetes buy twice as many candy bars and more than twice as much Mountain Dew as their healthy peers, according to the research firm Nielsen, while those with heart disease buy 10 times as many frozen dinners.

 

But instead of trying to persuade these customers to purchase fresh produce and prepare a home-cooked meal, Linkwell offers them coupons for more healthful frozen dinners or diet soda. In short, it doesn’t let the ideal be the enemy of better eating, and the strategy is working.

 

Gardner’s approach reflects his background, which is healthcare, not food. Health insurers had spent decades building sophisticated, and expensive, disease-management programs. And yet, given the skyrocketing rates of obesity and chronic disease in the United States, it was clear that they couldn’t compete with slick marketing campaigns for chips, candy, soda and other unhealthful foods. Why not, Gardner thought, steal a page from the food companies’ playbook to encourage more healthful eating?

 

“Instead of sending someone a 100-page booklet, which nobody reads, about how to manage your health, why not just give them a coupon that they can actually use?” he says.

 

Americans do love coupons. More than 80 percent say they use coupons regularly, according to NCH Marketing, which tracks usage. In 2011, fueled by tough economic times, we redeemed $4.6 billion worth of coupons, a 12 percent rise over the previous year. Most of those, a quick peek through the Sunday paper will prove, are for unhealthful foods: soda, chips and snack cakes.

 

Gardner’s task was to target the consumers who most need to change the way they eat. The answer was to utilize an innovative program implemented by — wait for it — the U.S. Postal Service. When you move and file an official Postal Service change-of-address form, you can elect to receive useful discounts on moving trucks, household appliances, furniture and storage. It’s what you need, when you need it. (Gardner worked for several years at Imagitas, the company that designed and manages the postal program.)

 

To target needy consumers, Gardner reached out to health insurers, which have detailed health data on patients who struggle with their weight and diseases. He asked them to include healthful food coupons in their regular mailings. To protect patients’ privacy, Linkwell never sees the health data nor do the brands that sponsor the coupons.

 

Over the past four years, Linkwell has partnered with 20 health plans, including EmblemHealth, Humana, United Healthcare and WellPoint, which cover 120 million consumers, mailing about 100 million coupons from well-known brands such as General Mills, Kellogg’s, Kraft and Quaker Oats. The take-up rate — the number of consumers who use the coupons they receive — is more than double that for coupons in the Sunday newspaper circulars.

 

Linkwell also has run pilot programs in which grocery stores offer discounts on fresh produce or seafood. It is experimenting with promotions in which customers who buy a box of, say, Special K get $1 off fresh blueberries.

 

Mainline food reformers might shake their heads at some of the “healthful” foods that Linkwell promotes. There are coupons for packaged Hormel Natural Choice deli meats, for example, and Smart Balance Buttery Spread, something food-reform author Michael Pollan might classify as a “foodlike substance.” Linkwell does have criteria about what foods it promotes. For example, a food cannot have more than 480 milligrams of sodium per serving and must have two grams or less of saturated fat per serving.

 

“We realize that Lean Cuisine is not a home-cooked, organic meal,” Gardner says. “We are a pragmatic solution that is not letting perfection get in the way of progress.”

 

Nutritionists agree.

 

“It’s small, gradual changes that work best,” says Constance Brown-Riggs, a registered dietitian and a spokeswoman for the Academy of Nutrition and Dietetics.

 

“You do have some individuals that can turn everything around and empty their cupboard and load up on fresh fruit and vegetables and never eat anything from a can again. But there are many individuals who are unable to make those kinds of drastic lifestyle changes. The research shows that small changes do make a difference.”

 

Health insurers like the program because it is a simple way to nudge consumers toward better health. But it also encourages customers to open and read their healthcare plan information. Humana, for example, says it saw its “open rate” jump from 60 percent to 90 percent over the years it has worked with Linkwell. The coupons are sent out quarterly and also can be downloaded online. A service for mobile devices is in development.

 

For the food companies, Linkwell offers ultra-targeted marketing that the grocery circular can’t. Dreamfields Pasta, a specialty item designed for diabetics, says it gets double the redemption on coupons issued through Linkwell because it puts them in the hands of patients who need to manage their blood sugar.

 

Other, more mainstream, brands such as Quaker Oats and Sargento get a kind of halo effect because coupons for their product are packaged with information from a health-insurance company.

 

The goal, says Gardner, is to help consumers take control of their health. “Health care is a mystery to almost everyone. But coupons are a currency that everybody understands.”

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.....item 3).... BiZz-R-O Cinema: "Get Ready to Get Weird" With WTF Films and $3 Beers ...

 

... Miami New Times ... blogs.miaminewtimes.com/cultist ...

 

... Cultist - Miami's Culture Blog ... Film / Video ...

 

By Hannah Sentenac .. Thu., Mar. 28 2013 at 9:00 AM ...

 

blogs.miaminewtimes.com/cultist/2013/03/bizz-r-o_cinema_w...

 

O Cinema is known (and loved) for its eclectic mix of weird, wacky and wildly artistic flicks, and now they're branching out into another genre. Namely, what the fuck? In their own words, that sums up the films in their new series, BiZz-R-O Cinema, kicking off on April 5.

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img code photo ... The first film, screening on Friday, April 5, is Alligator

 

blogs.miaminewtimes.com/cultist/alligator%20on%20the%20st...

 

Courtesy of O Cinema

 

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The new lineup, programmed in partnership with the folks at Gutter Films, will offer a late-night glimpse into the offbeat, kitschy and "downright disturbing" for four Fridays in a row. Think serial killers, man-eating gators, and batshit crazy Scandinavians. You don't wanna miss it.

 

See also:

- O Cinema With Harry's Pizzeria: Marilyn Monroe Pics and Shepherd's Pie This Tuesday

 

The first film, screening on Friday, April 5, is Alligator, a flick about a pet Florida gator who gets flushed down a Missouri toilet and ends up living on the corpses of dogs who were test subjects for growth hormones. You can probably infer the course of events.

 

Attendees are encouraged to "come dressed as your favorite Florida swamp dweller, be it a gator, flamingo, tacky tourist or snow bird."

 

According to Matt Walter, who programmed the series with colleague

Kevin Bosch, the concept came about based on a tradition of offbeat, late-night film programming that dates to the 1930s.

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img code photo ... creepy baby

 

blogs.miaminewtimes.com/cultist/creepy baby.jpg

 

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As far as selections, Walter wanted to get weird. Really weird.

 

"Fortunately there's little shortage of unusual films out there, but we want to make sure we're not just settling for the typical run-of-the-mill stuff," Walter says. "It's our job to not only select films that are both weird and good, but that leave you thinking 'Now that was weird!'"

 

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... page 2 of 2

 

Continued from page 1

 

While flicks are scheduled through April as of now, they're hoping it becomes an ongoing "weekend refuge for those who are overexposed to the mundane normalcy of the typical workweek for a night filled with beer-fueled cinematic madness," according to Walter. Normalcy = bad.

 

The experience is also designed to be interactive, with everything from costumes to cosplay being incorporated into the pre-screening festivities. The evenings will kick off at 10 p.m. with beers, BBQ, tunes and games in the theater's massive parking lot slash courtyard. $3 beer specials are also on the menu.

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img code photo ... facelift

 

blogs.miaminewtimes.com/cultist/facelift movie.jpg

 

Courtesy of O Cinema

 

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The rest of the month's lineup will feature The Shining on April 12, Kubrick's classic "Where's Johnny?" Jack Nicholson flick; Häxan on April 19, a surrealistic old-school Scandanavian silent film about superstition and mental illness; and Brazil on April 26, a 1985 British science fiction fantasy film.

So don your best swamp-dweller getup and get ready to let your inner freak out next Friday. Don't worry, Miami's best weirdos will be there right along with you.

 

Visit the Facebook event page for more details.

 

Follow Cultist on Facebook and Twitter @CultistMiami.

 

Location Info

 

O Cinema

90 NW 29th St., Miami, FL

Category: Film

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Everdale Environmental Learning Centre: Harvesting Heads of Lettuce, Planting Seeds of Change

Anil Kanji, 2003

 

I wake up at 5:30 on a chilly summer’s morning. The full moon is still high in the sky, and the rustling in the grass outside my tent suggests nocturnal creatures are still about. I get dressed, grab my water bottle, and in the pre-dawn haze head down past fields of crispy lettuce, beets and chard to the farm workshop.

By 10 in the morning I have planted several beds of lettuce seedlings, with four rows in each bed. After a break, some members of the farm crew and I head to a neighbour’s property where we’ve rented a field. The remainder of the morning is spent weeding huge beds of eggplant, and then running through a large field of rye, hunting down giant thistles.

 

I’ve joined the farm crew for one week, at the Everdale Organic Teaching Farm, part of the Everdale Environmental Learning Centre. This is the start of a typical day. The farm crew consists of a farm manager, three farm apprentices and a motley crew of farm volunteers. These young farmers are part of a new force of change in Canada – a growing community of young people interested in giving back to the earth, and keen on learning how to build sustainable food systems, starting from the field and working their way back to the table. None of the farm crew come from traditional farming families; most have been university-educated in the city, in unrelated fields. All have a streak of activism, and now, sometimes consciously, sometimes not, their work combats food insecurity on many levels. Far away from the policy-makers and the lobbyists, Everdale fosters subtle yet effective direct action against corporate, centralized food systems, winning hearts and minds one organic food box at a time; one CSA member at a time. Everdale “strives to demonstrate, in practical ways, the enormous promise of sustainable agriculture.” (Everdale, 2003). By exploring some of Everdale’s programs and projects, I will illustrate that Everdale has achieved this mission and I’ll demonstrate how each success enforces food security on individual, local, and national levels.

  

History:

 

Everdale Environmental Learning Centre is a 50-acre farm and educational centre in Hillsburgh, Ontario. It originally operated as a free school from 1966 to 1974 based on the model of A.S. Neil’s Summerhill. Summerhill sought to give children freedom and power over their own lives through a democratic school structure and non-required classes, promoting self-respect and a sense of responsibility to others. Between 1975-1997 several ventures were attempted at Everdale, but none succeeded, and the property fell into disrepair. In 1998, Gavin Dandy, Karen Campbell, Lynn Bishop and Wally Seccombe revived Everdale Place by creating the Everdale Environmental Learning Centre. Their rather ambitious goal was to fulfill Everdale’s original role as an educational institution by teaching sustainable agriculture and growing produce, whilst returning the fields, soil and buildings to working order. They also aimed to forge co-operative relationships and partnerships with progressive food organizations, local farmers and food-consumers.

So far, Everdale has been successful. Since obtaining organic certification six years ago, the cultivated acreage has gradually increased from two acres to seven and during the twenty-five-week harvest season, almost 100 local households depend on Everdale for all of their fresh produce needs. Additional produce is also sold to organic distributors in the region, specifically a number of “food box” delivery programs in Toronto. Everdale’s steady increase in acreage and wholesale business indicates the promise of organic agriculture as a viable, sustainable alternative. Additionally, support from local households demonstrates that community members can build relations with the people who grow their food, buying food locally and directly from the farm thereby avoiding the detachment and environmental consequences of shipped-in food

  

Future Farmers:

 

One of the most serious long-term threats to Canada’s food security, and indeed its economy, is the steady ageing of the nation’s farmers. According to Statistics Canada, more than a third of Canadian farmers are over the age of 55, and only 12% are under the age of 35. (Edmonds, 2002). Because a local food economy is a important part of the future of food in Canada, environmentally, culturally and economically it’s essential that support networks be built for young farmers breaking into the industry. A local food supply has greater economic multipliers than an import-based one, and alleviates a great deal of the fossil fuel dependence tied to an import-based economy. (Koc, MacRae, 2003) The Future Farmers program at Everdale responds to this need. Future Farmers is an intensive six-month-long farming apprenticeship for individuals interested in a career in organic farming; the fastest growing sector of the agricultural industry. Apprentices live and work on the farm for an entire farming season, working five days a week with the sixth day reserved for field trips or seminars. Everdale is part of CRAFT, the Collaborative Regional Alliance for Farmer Training. The members of this organization of nine Ontario farms all run apprenticeship programs similar to Everdale, and enhance the internship programs of each member farm by coordinating field trips to other CRAFT farms. CRAFT is a vital first step in building a network for these young farmers, enabling them to form their own systems of support within the organic growing community. They also gain a wider range of experience with other growing and management practices, as they practise techniques specific to each CRAFT farm.

Everdale is also a member of the local chapter of the Canadian Organic Growers and part of the network of farmers who supply Field-to-Table's Good Food Box. Everdale has hosted several meetings that have explored how these networks could work more cohesively. Everdale’s participation in these networks, and its creation of structures to support new and potential farmers, deters isolation and builds sustainability of the farming community. Networks empower groups of farmers to operate as a cohesive group (on a larger scale), and thereby enforce food security, specifically the availability, accessibility and adequacy of the food supply, on provincial and national levels. Although 95% of Canada’s agricultural land is in the west, and bulk commodities currently dominate the landscape, Everdale depicts an embryonic indicator of what could be possible if we commit to developing local food systems.

   

Community Shared/Supported Agriculture:

  

The produce we harvested in the morning is placed on tables in the farm store for the CSA members. A whiteboard lists the quantities of produce that each member should take. An apprentice interacts with the members, who chat and joke with each other, as their children busily pick fresh snow and snap peas from the “pick your own” section up in the fields. I can’t help but think that this is what grocery shopping should be all about!

 

“CSA is the return of culture into agriculture, a culture that is needed by both the farmer and the consumer.” (Everdale, 2003)

 

Everdale’s Community Shared Agriculture (CSA) program has nearly 100 members, all of whom live locally. CSA members make three equal payments throughout the 19-week growing season, and in return receive a share of the farm’s weekly harvest. CSA members share both the risks and rewards of the farm, meet face-to-face with the people who grow their food at the site where it is grown, and, it is hoped, gain a new appreciation of how a healthy food system is sustained.

Although CSA is still emerging in Canada, it has great potential to contribute to food security, both for communities and individuals. Farmers gain access to much needed capital at the start of the growing season and are guaranteed an income throughout the season. In some CSA programs members can barter time for food, and gain access to healthy food at reasonable prices. Members may also have a say on what food is grown; for some opening the door to obtaining food that is culturally acceptable. CSA reinforces the relationship between consumer and producer, and adds an element of community. It takes its lead from foraging societies, who would share the burden of work and risk for mutual benefit (Koc, MacRae, 2003). The fact that CSA farmers are directly accountable to their consumers gives them the potential to help address all of the “A”s of Food Security (Availability, Accessibility, Acceptability, Appropriateness and Agency

  

Wholesale Food Distribution:

 

The other main venue for Everdale’s produce is wholesale sale to four organic “food box” companies: Field to Table, Green Earth Organics, the WOW Box, and Front Door Organics. The relationships are highly symbiotic. FoodShare, for example, gets fresh, local produce at reasonable prices, while Everdale gets a reliable market for its food that’s sympathetic to its philosophy. Everdale and other local farmers reduce FoodShare’s reliance on food distributors, and ensure that the Good Food Box is able to “[make] top-quality, fresh food available [and accessible] in a way that does not stigmatize people, fosters community development and promotes healthy eating.” (FoodShare, 2003) Everdale thus partners in ensuring key components of food security for individuals accessing the Good Food Box and community networks that create food secure systems.

  

Seeds Alive!:

 

In mid-morning I work with Bob Wildfong on the Seeds Alive! field. Sets of tomatoes, peppers, beans, onions and lettuce have been farmed in alternate rows, interspersed with annual flowers. We painstakingly count the flowers and fruits on each of the crops - data which Bob will later plug into a database to track the performance and progress of each seed variety grown. Each variety seems to have been bred over generations for different reasons: Here’s a lettuce that can survive the winter…there’s a tomato plant that bears harvestable fruit 10 weeks before other varieties. In a way, Bob’s role is that of a detective – he’s using his clues to build a profile of the plant, and trying to figure out why it was bred.

 

An essential element of sustainable food systems is diversity in crops grown. As monocultures and ‘oligocultures’ become more prevalent, our food supply becomes more vulnerable to pests and disease. Diversity ensures a healthy food supply resistant to these threats. Because diversity is anathema to the centralized control of large-scale industrial agriculture, food processors and retailers, once-prized heirloom seed varieties are becoming extinct. Another threat to diversity is the advent of Genetically Engineered (GE) seeds, which can be engineered to express a number of traits, including chemical dependence and/or resistance. Biotechnology has even been patented to program DNA in seeds to kill their own embryos, forcing farmers who usually save seeds to purchase new ones every year (Shiva, 2000). The fear is that the genome from these GE seeds could eventually move into surrounding, open-pollinated crops, spreading traits like chemical dependence, or worse, sterility.

Seeds Alive! is a joint project of Everdale Farm, Seeds of Diversity, and the Big Carrot. The project aims to protect crop diversity by growing rare and heirloom vegetable seeds, and provide them to farmers and gardeners in the surrounding bio-region. The focus is on vegetable varieties that are at risk of becoming extinct. Everdale’s hope is that “(b)y continuing the propagation of these rare and heirloom varieties we are preserving the diverse living genetic code which makes sustainable agriculture and healthy ecosystems possible” (Everdale, 2003). The seeds come from the Seeds of Diversity living gene bank, Canada’s National Gene Bank, and from gardening enthusiasts Bob meets from all over the world. Seeds Alive! helps protect Canada’s food supply by building diversity, and by exploring the characteristics, capabilities and possibilities of various breeds that could someday be grown in surroundings hostile to other plants. Finally, heritage seeds are good news for organic farmers, as they’re much more likely to thrive in organic soil than commercial varieties that have been cultivated in highly controlled, artificially fertilised, weed- and pest-free environments (Hemming et al., 1990).

 

Grow Biointensive:

 

One of Everdale’s most exciting projects is the Grow Biointensive Demonstration Garden, a project of Future Farmers graduate, Tarrah Young. The design is based on the Grow Biointensive garden developed by master horticulturist Alan Chadwick, and is outlined in the book How to Grow More Vegetables, by John Jeavons. The Grow Biointensive method combines biodynamic principles with French Intensive gardening techniques to yield four times more vegetables, use 20% less water, and 99% less energy than conventional and commercial agriculture. This is achieved by an emphasis on “growing soil” by double digging. by using compost, and by utilizing close plant spacing and companion planting to deter weeds and pests. The Grow Biointensive garden serves as a model of how a 200 square foot garden (the size of some front lawns) can provide one person with 300 pounds of vegetables or enough vegetables for an entire year, requiring only 30 minutes of gardening per day.According to the farm apprentices at Everdale, the most obvious solution to food insecurity is having individuals, families and communities grow their own food. This concept puts an interesting bend on the “right to food” argument. In most of the world, the right to food is inexorably linked to the right to land. Perhaps we could shift our energy to demand the “right to land”; specifically a 200 square foot plot in a neighbourhood community garden for each Canadian. Each community garden could have a permanent “farmer” who would assist members in growing their food. If each garden employed the Grow Biointensive method, the entire Greater Toronto Area (population 4.7M) could be fed on land equivalent to 54 High Parks (Toronto’s 400 acre urban park), which would still only equal about 2% of the total GTA land area1. Through Grow Biointensive Everdale provides an example of a means to meet food security needs for individuals, communities and nations, which can be expanded and replicated easily.

  

Curriculum Alive!

 

Everdale offers a number of child and youth programs that bring participants back to nature to meet their food. This summer, Everdale is running a children’s environmental day camp for the first time (ENVIROKids). Some of the activities include:

 

- harvesting fruits and vegetables;

- dehydrating fruits and veggies in the solar dehydrator;

- building a solar oven;

- using vegetables and plants to dye clothing; and

- planting seedlings and experimenting with the effect of light and water on them.

 

Although these activities may seem trivial, they foster a vital understanding in children’s minds of where their food comes from.

Everdale has also been working with “at-risk” youth since 1997, providing them with an opportunity to learn about farming and the bioregion they live in. Participants are usually sponsored by social agencies, such as Covenant House in Toronto, to “get their hands dirty” and gain a sense of accomplishment from working the soil. In fact, Everdale’s first crop was a field of garlic, planted by “street kids” from FoodShare's Just Grow it program. Networking with various organizations in this way helps to cultivate a multi-sectoral perspective to food production and a holistic approach to working as a community

Everdale has taken these experiences and built them into a learning guide with the help of the Ontario Institute for Studies in Education at the University of Toronto. The Farming Alive! guide is designed to meet the curriculum of Ontario’s public school courses such as Science, World Issues and Geography.

Educating young Canadians about sustainable food systems forges a connection with the land, but also builds a sense of empowerment around food, especially for those with no farming background. It’s easy to be overwhelmed touring a large-scale agricultural operation – food production can be perceived as a large industry that is out of the hands of ordinary citizens. Upon touring Everdale with their small raised beds and the Grow Biointensive Garden, one gets a sense of how food is naturally grown, as well as how easy it is to do so for oneself.

  

Opportunities for Future Growth:

 

Developing mechanisms to ensure fair pricing:

 

In order to fulfil Everdale’s mandate to be an “exemplary, not-for-profit facility for co-operative education” (Everdale, 2003), it needs a steady stream of funding. Much of this is raised through grants, but revenue is also raised from the sale of produce from the farm to regional distributors and CSA members. Because Everdale needs to grow enough produce to remain economically viable within the current system of food production, distribution and consumption, it needs to overcome some of the system’s shortcomings.

Gavin Dandy, Everdale Farm Manager, spoke with me about the way that the current food production system places all the risks on farmers, while saving the profits for distributors, processors and retailers. He gave the example of organic lettuce, which has a current market price of $0.60 a head. This price may rise or fall depending on growing conditions and production levels. If the farmer down the street has a bumper crop and sells her lettuce for $0.50 a head, Everdale will have to cut their price. The price in the supermarket, however, remains the same, with retailers and middlemen pocketing the difference. Gavin jokingly proposed that farmers band together to form a “Lettuce Board”, to set a provincial fair price for lettuce that reflects the costs of growing it. I speculated that such a board would have tough going in our current system; surely centralized retailers would simply start sourcing their lettuce from the USA. And if the government attempted to block imports of lettuce, they would come under fire from the US for contravening NAFTA (North American Free Trade Agreement) with “protectionist” policies. Gavin pointed to the provincial milk marketing board and the powerful Dairy Farmers of Canada: a member-owned national lobby, policy and promotion organization. The Dairy Farmers of Canada and the respective provincial milk marketing boards have been very successful in setting prices for milk in Canada that are significantly higher than average world prices (Solomon, 2001). They have achieved this by applying a great deal of pressure on the government, and by employing aggressive consumer-targeted marketing campaigns (Ibid. 2001)

Everdale has already begun working with its networks of farms, making inroads into cost-saving measures such as shared food distribution. Perhaps the idea of a lettuce marketing board is not so absurd after all.

 

Waste Diversion:

 

To best preserve its crispness, we harvest lettuce early in the morning, before the sun comes up. One member of the farm crew is ahead of me, cutting the lettuce just above the soil. As I collect the lettuce, I notice that overly small or deformed lettuce has been thrown aside...

 

I was shocked at the amount of food waste that occurs before produce leaves Everdale Farm. The issue of food waste on farms is certainly not unique to Everdale, and at least at Everdale most of the food not sold is composted or tilled back into the soil, serving a secondary purpose of returning nutrients to the soil. Still, it is difficult to see a large pile of fresh produce sitting in a compost pile - other mechanisms to distribute this food should be in place. For every ten lettuces harvested, for example, about 2 will stay on the ground (after they’ve already been cut) because they’re too small or misshapen to be marketed. Approximately 3 more will be removed at the cleaning stage, because their leaves are a little rotty or pest-eaten, or because the lettuce falls apart. According to the apprentices, an average of 40% of all food planted is “wasted” before it leaves the farm.

Part of the challenge to effectively dealing with waste is the sheer amount of work required to operate a commercial organic farm. Between planting, weeding, and rushing to fill orders on harvest days, finding time to implement procedures that may in turn become time consuming is extremely difficult. Nonetheless Everdale is well positioned to set an example and divert some of this food to the community at large. If bureaucratic obstacles are carefully worked through, the possibilities could be endless: the food could be offered to food banks who could pick it up with refrigerated trucks; a small processing facility could be built that would freeze the produce or add added value by creating ready-made “salad mixes”; or local community groups could purchase the food at a large discount on harvesting days. As well, farmers raising livestock could purchase produce “seconds” at a low cost for animal feed. Most of the farm crew, when taking produce for their own consumption, take from the pile of food that’s about to be composted – why not expand this to individuals in the community who are willing to help harvest in exchange for as much “seconds” as they can take home? Everdale could offer reduced CSA prices to individuals who are interested in harvesting their own produce or who are willing to eat misshapen lettuce heads. Ultimately, the onus for reducing this waste rests on consumers. We need to learn that the picture-perfect produce we see in advertising bares little relation to what actually comes out of the ground. Farms also need to be creative in ways that “seconds” can be used and in developing partnerships to ensure that less food is wasted.

 

CSA Demographic:

Some apprentices expressed frustration that although Everdale’s wholesale produce finds its way into the mouths of people of all cultures, classes and backgrounds via urban food box programs, CSA members at Everdale seem to be culturally and economically homogenous. To some, the apprentice’s concern may be a moot point – CSA by definition is supposed to support the surrounding community, and on first appearance, Hillsburgh seems to reflect that demographic. My interaction with CSA members included mostly older couples or middle-aged mothers with their children in tow; none of whom were visible minorities, and all of whom seemed to be middle class (as evidenced (unscientifically!) by the quality of vehicles they arrived in). Upon further research, I discovered that the Township of Erin (where Hillsburgh is located) has a food bank that served 227 families in 2001, and that in Wellington County (Erin’s Greater Regional Area), over 13,000 individuals used a food service project (i.e. food banks, school breakfast programs, meals on wheels and food vouchers) in 2001 (WGHC, 2003).

Clearly there is demand for accessible, affordable food. The challenge for Everdale’s CSA program will be to become more inclusive, and present itself as a sustainable alternative to food banks for its members. A simple way to do this might be to make the CSA membership fee relative to income, and therefore more manageable for interested families. For example, the price of a Full Share in Everdale’s CSA program is $550, payable in three instalments. Everdale could devote a certain amount of CSA shares to lower income users, who would still pay the full price for a full share, but would instead pay at a weekly rate starting six weeks before the growing season and ending when the growing season is over. This would equal $22 per household per week for a family of four. A practical strategy such as this one would prove more sustainable than food banks in the local community, would empower poor individuals and families by helping meet basic needs, and would build ties across class in the community. In the long term, CSA as an alternative to food banks could also be a practice that stimulates policy change at a national level.

  

Summary of Contributions to Food Security:

 

Everdale contributes to food security on many levels and in many direct and indirect ways. On an individual level Everdale provides local consumers with fresh, organic produce. Everdale also offers opportunities for individuals interested in learning about organic farming and takes an active role in educating individuals who wish to pursue organic farming as a career by offering the free hands-on Future Farmers training program. It facilitates networks of support for this next generation of farmers and also offers workshops for the next generation of consumers, providing inner-city youth with an opportunity to see where their food comes from and providing an opportunity for street youth to build confidence and develop practical experience.

Everdale contributes to food security at a community level through its CSA program, feeding members of the community and providing a healthy, accessible alternative to large-scale food production. Its involvement with numerous networks of farmers and community-based organizations supports other local efforts at building sustainable community, and helps develop an expanding platform for healthy living practices. As a wholesale operation Everdale expands its supply and its networks to provide organic food throughout the GTA in the organic Good Food Boxes. And as an organic farm Everdale preserves the soil for future generations, and is an investment in food security for the community.

Locally, provincially and nationally Everdale contributes to the genetic diversity of Canada by providing a safe testing-ground for new or long-forgotten plant varieties.

Everdale serves as a model of what’s possible – for farmers considering switching to sustainable techniques, for young farmers looking to get into organic farming, and for urban farmers who can transplant the techniques of Grow Biointensive farming to the city. Employing a new ethic of food delivery and consumption, Everdale is also a model of realistic and relevant methods of interaction between farmers and consumers.

 

We’re in the workshop, coming to the end of a fourteen-hour day. We’re peeling a huge pile of 5200 onions. Talk flies around the room – sometimes we discuss serious things like food supply chains, other times we crack jokes. I’ve thoroughly enjoyed my week with these young farmers, and as I peel yet another onion, I reflect that I’ll never see vegetables in the same way again.

 

...at Tegenungan Waterfall, near Ubud, Bali

Onder toparchitectuur gebouwde, moderne en ronduit imposante villa op ca. 4.000 m2. Gunstig gesitueerd nabij Maastricht, Düsseldorf, Brussel, Antwerpen en natuurlijk het Ruhrgebied. Alles in dit prachtpand heeft de maat XXL (vloeroppervlak ca. 1.100 m2), gecombineerd met buitengewoon veel stijl. Ook uitstekend te gebruiken voor een uiterst representatieve combinatie van wonen met kantoor. Vraagprijs € 8.000.000 k.k.

 

Location

Koningskaars 8, Park Hoogveld, Heerlen

Maastricht Region, Netherlands

 

Program

Residential

 

Size

1100 m2

 

Lot size

4000 m2

 

Date of design

2007-2009

 

Date of completion

2011

 

Project team

A.H. Smink Architecten, Bouwbedrijf Peters

 

Client

Private

 

Price (21-05-2014)

€ 8.000.000 k.k.

 

For sale/sold (actually off market)

 

Christie’s International Real Estate

Christie’s and Christie’s International Real Estate creates a mutually beneficial synergy between art and real estate, building a world-class platform for the highly targeted marketing of distinguished properties.

“For Christie’s International Real Estate, the world of luxury property begins at the $1 million mark.”

 

Fairmont Banff Springs Hotel History

 

The Canadian Pacific Railway reached Siding 29 (known today as Banff) in the fall of 1883. It was near the hot springs that was discovered at the base of Sulphur Mountain. The Canadian government designated a reserve around the hot springs and encouraged CPR to develop a world class resort similar to the great spa resorts of Europe at that time. To help finance the rail line, the CPR began encouraging visitors to the mountains by building grand mountain resorts, including the Banff Springs Hotel and the Chateau Lake Louise.

 

William Cornelius Van Horne, general manager of the CPR, was quoted as saying “Since we can’t export the scenery,” he said, “we’ll have to import the tourists.” Van Horne chose a site above the confluence of the Bow and Spray Rivers and about two miles from the village of Banff. Van Horne expected the hotel to be "a haven of peace in the midst of the wilderness." The hotel site is surrounded by Castle Mountain, Fairholme Range, Tunnel Mountain and Mount Rundle, providing it with magnificent views. Van Horne hired the architect Bruce Price of New York who introduced the "chateau' style to Canada. The Banff Springs Hotel first opened its doors in the spring of 1888. Disaster struck the hotel in 1926 when the original wooden structure burned down. However, the 1928 rebuilt was much larger and reflects it's present appearance. Stanley Thompson, a world recognized golf course designer was selected to construct the world's greatest mountain golf course which opened in 1929. Due to WWII the hotel closed its doors in 1942 and the greatest era in the hotel's rich history ended.

 

The hotel re-opened in 1945. Banff Springs Hotel relied on train tours until the mid-60's when the hotel was predominantly providing service to conferences, bus excursions and families with automobiles. In 1968 the hotel was winterized and Banff became a year-round destination. By the 1970's the hotel had reached a pivotal point,and moved away from its seasonal past to becoming a resort destination open all year. Targeted marketing campaigns were thrust into foreign markets, especially Japan. The hotel changed itself in order to increase its volume market, focusing more on tours as opposed to independent guests. The 1980's brought expansion and renovation back to the hotel stemming from the 1988 Winter Olympics hosted by Calgary. In 1987, with the coming of the 1988 Winter Olympic Games, $100 million was invested in restoration and renovation.

 

The Banff Springs Hotel is in the lineage of hotels such as the Chateau Lake Louise in Alberta, Le Chateau Frontenac in Québec City and the Empress Hotel in Victoria, British Columbia. Known as the “Castle in the Rockies,” the Banff Springs Hotel is predominantly in the Scottish Baronial style, featuring an Arts-and-Crafts interior.

 

French-based hotel chain, Accorhotels SA, paid $3 billion to acquire the luxury Fairmont, Raffles and Swissotel brands from Oxford Properties, the real estate arm of the Ontario Municipal Employees Retirement System and investment companies - Qatar Investment Authority and Kingdom Holding Company of Saudi Arabia. The deal completed in 2015 included the Chateau Lake Louise, Jasper Park Lodge and the Banff Springs Hotel and ohter Fairmont Hotels.

 

Fairmont Banff Springs Hotel

405 Spray Avenue

Banff, Alberta Canada

The new ways of target marketing—all at once.

Spending time discussing the preferences of different Generations with Jessie Newburn, has sensitized me to generationally targeted marketing messages. This package design is clearly directed at millennials (AKA Gen Y), who are supposedly distinguished by their focus on themselves and their generation. Thus the young pair taking their own photo, having the time of their lives.

 

The buildings in the background are done in the style of 80's xerox art. How does that fit in?

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Reach Us: +1-201-366-6089

 

"Hello cruel world, so this is you

a broken heart, a withered view

I'm looking out to face another day..."

/ E

 

Thirteen things about me (stolen from Evan, although I technically could have stolen it from Staci as well):

 

1. I am probably the most nostalgic person you'll ever meet. I'm pretty pathetic about it. Whenever each new season rolls around, I'm consumed with this longing for that season from years gone by. I get pretty nostalgic for scents, too--does anybody else remember the smell of Creepy Crawlers? They were awesome.

 

2. I love rain. Like, that's so cliched, everybody says they love the rain, but for me it's pretty intense. I've spent more rainy nights than I can count leaning on my windowsill with my face against the screen, just breathing in the amazing air that comes along with it. I think it’s one of life’s greatest ironies that my camera is completely incapable of capturing rain.

 

3. I take way too many photographs. I guess that had its root from when I was little and my grandma had this awesome old film camera that she took with her on our vacations and stuff and I was absolutely enthralled with the way the button clicked when you pressed it. But in recent years I’ve just pretty much confiscated the family digital camera, which is a horrible point-and-shoot, and have taken far more pictures than my hard drive appreciates. I really, really want a better camera.

 

4. I was never really that big of a music fan when I was little--I always hated the musical guest part at the end of “All That”--but during the summer after sixth grade, isolated in central Massachusetts, I borrowed some of my sister’s CDs and fell in love. I can’t really imagine my life before that properly, it must have been dreadfully soundtrack-less. I am now one song short of 7800 on my iTunes, which is ridiculous. My life changed forever the day I discovered the MP3 blog. I love music that feels authentic, honest, like somebody threw their soul into the song, rather than just some words and sounds. I pretty much hate today’s popular music, and yet I watch American Idol. Go figure.

 

5. Movies are awesome. I’ve seen a million and two of them, and yet we still have shelves upon shelves that I’ve never seen, because my mom has this amazing habit of buying movies whenever we have any money at all. I really like independent movies--again, anything that feels authentic, real, honest--but my favorite movie is “You’ve Got Mail.” I love getting a bunch of movies out from the library at a time.

 

6. I love going for walks, and I usually end up at the library, because the library is one of the most amazing places in the world, and I’m totally in love with it. But anyway, I go for walks whenever I can, and take a million stupid pictures of nothing in particular, which shouldn’t come as too much of a surprise. When I’m upset I get this strong longing in my gut to just walk and walk and walk until I find a big field of grass in the middle of nowhere, where I could just lay down and look at the sky until I feel better.

 

7. I’m a romantic, but not very romantic, because I’m far too awkward to pull off like, sweet-talk and flowers and stuff like that. I’ve had three girlfriends, and I’ve been in love twice, but I have dreams--and I have for years--of this mysterious girl I’ve never met, who looks different in every dream--I know at least once she had purple hair--but it’s always the same girl, there’s just a feeling about her. I feel like I’m going to meet her in college or something, I dunno.

 

8. I think I’m a Christian Existentialist. Don’t tell my mom.

 

9. I have a huge crush on Natalie Portman, and a slightly lesser one on Audrey Hepburn. I have this horrible habit of falling in love with fictional characters, like Ginny Weasley from Harry Potter and Amelie from... Amelie.

 

10. I love quotations, but I haven’t really had a chance to read them very much lately. I used to spend ages going through Bartlett’s, sticking post-it-notes all over the place to remind me of ones that were particularly amazing. Lately I’ve been settling for song lyrics to meet my quotation fix, which are awesome as well, but one of these days I’m going to get my quote books out again and have a field day.

 

11. I have an addictive personality when it comes to computer games. A few years ago I was completely obsessed with Minesweeper (and was really pretty good at it, not to brag) but now I’m a fool for Tetris. Sometimes when I’m tired I’ll start rearranging Tetris pieces in my mind without realizing it, which is really sort of alarming.

 

12. I am ridiculously picky when it comes to spoons, forks, cups and bowls. I have certain kinds for certain foods, and I really don’t enjoy things unless I have the right ones. My dad makes fun of me mercilessly for this, but honestly, food just tastes better with the right spoon or fork, and milk just tastes better in the right glass.

 

13. I want to live a day without advertisements. I am so sick of the world we live in, with its constant sales pitches and target marketing, I’m sick of feeling like a demographic. I’m sick of consuming entertainment scientifically engineered to sell. I’m sick of trends and clever pop culture references that everyone gets because they don’t have a choice. I’m sick of wasting my life away in front of a screen (like I’m doing right now) while the world outside is beautiful and forgotten. I’m sick of this sickness we’ve got as a society, deprived of real art, real heart, real life, real meaning.

 

"...Norman Rockwell colors fade,

all my favorite things have changed.

What the hell,

hello cruel world."

Fairmont Banff Springs Hotel History

 

The Canadian Pacific Railway reached Siding 29 (known today as Banff) in the fall of 1883. It was near the hot springs that was discovered at the base of Sulphur Mountain. The Canadian government designated a reserve around the hot springs and encouraged CPR to develop a world class resort similar to the great spa resorts of Europe at that time. To help finance the rail line, the CPR began encouraging visitors to the mountains by building grand mountain resorts, including the Banff Springs Hotel and the Chateau Lake Louise.

 

William Cornelius Van Horne, general manager of the CPR, was quoted as saying “Since we can’t export the scenery,” he said, “we’ll have to import the tourists.” Van Horne chose a site above the confluence of the Bow and Spray Rivers and about two miles from the village of Banff. Van Horne expected the hotel to be "a haven of peace in the midst of the wilderness." The hotel site is surrounded by Castle Mountain, Fairholme Range, Tunnel Mountain and Mount Rundle, providing it with magnificent views. Van Horne hired the architect Bruce Price of New York who introduced the "chateau' style to Canada. The Banff Springs Hotel first opened its doors in the spring of 1888. Disaster struck the hotel in 1926 when the original wooden structure burned down. However, the 1928 rebuilt was much larger and reflects it's present appearance. Stanley Thompson, a world recognized golf course designer was selected to construct the world's greatest mountain golf course which opened in 1929. Due to WWII the hotel closed its doors in 1942 and the greatest era in the hotel's rich history ended.

 

The hotel re-opened in 1945. Banff Springs Hotel relied on train tours until the mid-60's when the hotel was predominantly providing service to conferences, bus excursions and families with automobiles. In 1968 the hotel was winterized and Banff became a year-round destination. By the 1970's the hotel had reached a pivotal point,and moved away from its seasonal past to becoming a resort destination open all year. Targeted marketing campaigns were thrust into foreign markets, especially Japan. The hotel changed itself in order to increase its volume market, focusing more on tours as opposed to independent guests. The 1980's brought expansion and renovation back to the hotel stemming from the 1988 Winter Olympics hosted by Calgary. In 1987, with the coming of the 1988 Winter Olympic Games, $100 million was invested in restoration and renovation.

 

The Banff Springs Hotel is in the lineage of hotels such as the Chateau Lake Louise in Alberta, Le Chateau Frontenac in Québec City and the Empress Hotel in Victoria, British Columbia. Known as the “Castle in the Rockies,” the Banff Springs Hotel is predominantly in the Scottish Baronial style, featuring an Arts-and-Crafts interior.

 

French-based hotel chain, Accorhotels SA, paid $3 billion to acquire the luxury Fairmont, Raffles and Swissotel brands from Oxford Properties, the real estate arm of the Ontario Municipal Employees Retirement System and investment companies - Qatar Investment Authority and Kingdom Holding Company of Saudi Arabia. The deal completed in 2015 included the Chateau Lake Louise, Jasper Park Lodge and the Banff Springs Hotel and ohter Fairmont Hotels.

 

Fairmont Banff Springs Hotel

405 Spray Avenue

Banff, Alberta Canada

Fairmont Banff Springs Hotel History

 

The Canadian Pacific Railway reached Siding 29 (known today as Banff) in the fall of 1883. It was near the hot springs that was discovered at the base of Sulphur Mountain. The Canadian government designated a reserve around the hot springs and encouraged CPR to develop a world class resort similar to the great spa resorts of Europe at that time. To help finance the rail line, the CPR began encouraging visitors to the mountains by building grand mountain resorts, including the Banff Springs Hotel and the Chateau Lake Louise.

 

William Cornelius Van Horne, general manager of the CPR, was quoted as saying “Since we can’t export the scenery,” he said, “we’ll have to import the tourists.” Van Horne chose a site above the confluence of the Bow and Spray Rivers and about two miles from the village of Banff. Van Horne expected the hotel to be "a haven of peace in the midst of the wilderness." The hotel site is surrounded by Castle Mountain, Fairholme Range, Tunnel Mountain and Mount Rundle, providing it with magnificent views. Van Horne hired the architect Bruce Price of New York who introduced the "chateau' style to Canada. The Banff Springs Hotel first opened its doors in the spring of 1888. Disaster struck the hotel in 1926 when the original wooden structure burned down. However, the 1928 rebuilt was much larger and reflects it's present appearance. Stanley Thompson, a world recognized golf course designer was selected to construct the world's greatest mountain golf course which opened in 1929. Due to WWII the hotel closed its doors in 1942 and the greatest era in the hotel's rich history ended.

 

The hotel re-opened in 1945. Banff Springs Hotel relied on train tours until the mid-60's when the hotel was predominantly providing service to conferences, bus excursions and families with automobiles. In 1968 the hotel was winterized and Banff became a year-round destination. By the 1970's the hotel had reached a pivotal point,and moved away from its seasonal past to becoming a resort destination open all year. Targeted marketing campaigns were thrust into foreign markets, especially Japan. The hotel changed itself in order to increase its volume market, focusing more on tours as opposed to independent guests. The 1980's brought expansion and renovation back to the hotel stemming from the 1988 Winter Olympics hosted by Calgary. In 1987, with the coming of the 1988 Winter Olympic Games, $100 million was invested in restoration and renovation.

 

The Banff Springs Hotel is in the lineage of hotels such as the Chateau Lake Louise in Alberta, Le Chateau Frontenac in Québec City and the Empress Hotel in Victoria, British Columbia. Known as the “Castle in the Rockies,” the Banff Springs Hotel is predominantly in the Scottish Baronial style, featuring an Arts-and-Crafts interior.

 

French-based hotel chain, Accorhotels SA, paid $3 billion to acquire the luxury Fairmont, Raffles and Swissotel brands from Oxford Properties, the real estate arm of the Ontario Municipal Employees Retirement System and investment companies - Qatar Investment Authority and Kingdom Holding Company of Saudi Arabia. The deal completed in 2015 included the Chateau Lake Louise, Jasper Park Lodge and the Banff Springs Hotel and ohter Fairmont Hotels.

 

Fairmont Banff Springs Hotel

405 Spray Avenue

Banff, Alberta Canada

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Last night I met my friend and had a few beers, telling stories of old times. On my way home I took the most random collection of photos I've ever taken - really none are worth posting, but I'll throw this up there for photo of the day.

 

There are a lot of advertisements on the underground. A lot. And they're now in the process of upgrading a lot of the boards to screens, so they can show TV commercial clips on them as well. It always makes me think of the movie Minority Report, where they do Iris scans to determine who you are and then you view a targeted marketing campaign aimed directly at you - pretty scary stuff!

Fairmont Banff Springs Hotel History

 

The Canadian Pacific Railway reached Siding 29 (known today as Banff) in the fall of 1883. It was near the hot springs that was discovered at the base of Sulphur Mountain. The Canadian government designated a reserve around the hot springs and encouraged CPR to develop a world class resort similar to the great spa resorts of Europe at that time. To help finance the rail line, the CPR began encouraging visitors to the mountains by building grand mountain resorts, including the Banff Springs Hotel and the Chateau Lake Louise.

 

William Cornelius Van Horne, general manager of the CPR, was quoted as saying “Since we can’t export the scenery,” he said, “we’ll have to import the tourists.” Van Horne chose a site above the confluence of the Bow and Spray Rivers and about two miles from the village of Banff. Van Horne expected the hotel to be "a haven of peace in the midst of the wilderness." The hotel site is surrounded by Castle Mountain, Fairholme Range, Tunnel Mountain and Mount Rundle, providing it with magnificent views. Van Horne hired the architect Bruce Price of New York who introduced the "chateau' style to Canada. The Banff Springs Hotel first opened its doors in the spring of 1888. Disaster struck the hotel in 1926 when the original wooden structure burned down. However, the 1928 rebuilt was much larger and reflects it's present appearance. Stanley Thompson, a world recognized golf course designer was selected to construct the world's greatest mountain golf course which opened in 1929. Due to WWII the hotel closed its doors in 1942 and the greatest era in the hotel's rich history ended.

 

The hotel re-opened in 1945. Banff Springs Hotel relied on train tours until the mid-60's when the hotel was predominantly providing service to conferences, bus excursions and families with automobiles. In 1968 the hotel was winterized and Banff became a year-round destination. By the 1970's the hotel had reached a pivotal point,and moved away from its seasonal past to becoming a resort destination open all year. Targeted marketing campaigns were thrust into foreign markets, especially Japan. The hotel changed itself in order to increase its volume market, focusing more on tours as opposed to independent guests. The 1980's brought expansion and renovation back to the hotel stemming from the 1988 Winter Olympics hosted by Calgary. In 1987, with the coming of the 1988 Winter Olympic Games, $100 million was invested in restoration and renovation.

 

The Banff Springs Hotel is in the lineage of hotels such as the Chateau Lake Louise in Alberta, Le Chateau Frontenac in Québec City and the Empress Hotel in Victoria, British Columbia. Known as the “Castle in the Rockies,” the Banff Springs Hotel is predominantly in the Scottish Baronial style, featuring an Arts-and-Crafts interior.

 

French-based hotel chain, Accorhotels SA, paid $3 billion to acquire the luxury Fairmont, Raffles and Swissotel brands from Oxford Properties, the real estate arm of the Ontario Municipal Employees Retirement System and investment companies - Qatar Investment Authority and Kingdom Holding Company of Saudi Arabia. The deal completed in 2015 included the Chateau Lake Louise, Jasper Park Lodge and the Banff Springs Hotel and ohter Fairmont Hotels.

 

Fairmont Banff Springs Hotel

405 Spray Avenue

Banff, Alberta Canada

 

Trong những năm trở lại đây, Marketing luôn nằm trong top những ngành nghề hot nhất được các bạn trẻ chọn lựa. Một trong những điều lý thú và cũng là thử thách lớn nhất trong lĩnh vực này chính là bởi các “trend” của ngành vận động không ngừng theo trào lưu toàn thế giới.

 

Hôm nay, Hack não từ vựng sẽ giới thiệu với các bạn 160 từ vựng tiếng Anh chuyên ngành Marketing mà bạn nhất định phải nằm lòng để có thể “đu trend” theo xu hướng của thế giới và trở thành những Marketer xuất chúng!

 

Từ vựng tiếng Anh chuyên ngành Marketing

 

Từ vựng tiếng Anh chuyên ngành Marketing

 

Advertising: Quảng cáo

 

Auction-type pricing: Định giá trên cơ sở đấu giá

 

Benefit: Lợi ích

 

Brand acceptability: Chấp nhận thương hiệu

 

Brand awareness: Nhận thức thương hiệu

 

Brand equity: Giá trị nhãn hiệu

 

Brand loyalty: Sự trung thành với thương hiệu

 

Brand mark: Dấu hiệu của thương hiệu

 

Brand name: Tên thương hiệu

 

Brand preference: Sự ưa thích thương hiệu

 

Break-even analysis: Phân tích hoà vốn

 

Break-even point: Điểm hoà vốn

 

Buyer: Người mua

 

By-product pricing: Định giá sản phẩm thứ cấp

 

Captive-product pricing: Định giá sản phẩm bắt buộc

 

Cash discount: Giảm giá khi trả tiền mặt

 

Cash rebate: Phiếu giảm giá

 

Channel level: Cấp kênh

 

Channel management: Quản trị kênh phân phối

 

Channels: Kênh (phân phối)

 

Communication channel: Kênh truyền thông

 

Consumer: Người tiêu dùng

 

Copyright: Bản quyền

 

Cost: Chi Phí

 

Coverage: Mức độ che phủ(kênh phân phối)

 

Cross elasticity: Co giãn (của cầu) chéo (với sản phẩm thay thế hay bổ sung)

 

Culture: Văn hóa

 

Customer: Khách hàng

 

Customer-segment pricing: Định giá theo phân khúc khách hàng

 

Decider: Người quyết định (trong hành vi mua)

 

Demand elasticity: Co giãn của cầu

 

Demographic environment: Yếu tố (môi trường) nhân khẩu

 

Direct marketing: Tiếp thị trực tiếp

 

Discount: Giảm giá

 

Discriminatory pricing: Định giá phân biệt

 

Distribution channel: Kênh phân phối

 

Door-to-door sales: Bán hàng đến tận nhà

 

Dutch auction: Đấu giá kiểu Hà Lan

 

Early adopter: Nhóm (khách hàng) thích nghi nhanh

 

Economic environment: Môi trường kinh tế

 

End-user: Người sử dụng cuối cùng, khách hàng cuối cùng

 

English auction: Đấu giá kiểu Anh

 

Evaluation of alternatives: Đánh giá phương án thay thế

 

Exchange: Trao đổi

 

Exclusive distributio: Phân phối độc quyền

 

Franchising: Chuyển nhượng đặc quyền thương hiệu

 

Functional discount: Giảm giá chức năng

 

Gatekeeper: Người gác cửa(trong hành vi mua)

 

Geographical pricing: Định giá theo vị trí địa lý

 

Going-rate pricing: Định giá theo giá thị trường

 

Group pricing: Định giá theo nhóm

 

Horizontal conflict: Mâu thuẫn hàng ngang

 

Image pricing: Định giá theo hình ảnh

 

Income elasticity: Co giãn (của cầu) theo thu nhập

 

Influencer: Người ảnh hưởng

 

Information search: Tìm kiếm thông tin

 

Initiator: Người khởi đầu

 

Innovator: Nhóm(khách hàng) đổi mới

 

Intensive distribution: Phân phối đại trà

 

Internal record system: Hệ thống thông tin nội bộ

 

Laggard: Nhóm ( khách hàng) lạc hậu

 

Learning curve: Hiệu ứng thực nghiệm, hiệu ứng kinh nghiệm, hiệu ứng học tập

 

List price: Giá niêm yết

 

Location pricing: Định giá theo vị trí và không gian mua

 

Long-run Average Cost – LAC: Chi phí trung bình trong dài hạn

 

Loss-leader pricing: Định giá lỗ để kéo khách

 

Mail questionnair: Phương pháp điều tra bằng bảng câu hỏi gửi thư

 

Market coverage: Mức độ che phủ thị trường

 

Marketing: Tiếp thị

 

Marketing channel: Kênh tiếp thị

 

Marketing concept: Quan điểm thiếp thị

 

Marketing decision support system: Hệ thống hỗ trợ ra quyết định

 

Marketing information system: Hệ thống thông tin tiếp thị

 

Marketing intelligence: Tình báo tiếp thị

 

Marketing mix: Tiếp thị hỗn hợp

 

Marketing research: Nghiên cứu tiếp thị

 

Markup pricing: Định giá cộng lời vào chi phí

 

Mass-customization marketing: Tiếp thị cá thể hóa theo số đông

 

Mass-marketing: Tiếp thị đại trà

 

Middle majority: Nhóm (khách hàng) số đông

 

Modified rebuy: Mua lại có thay đổi

 

MRO-Maintenance Repair Operating: Sản phẩm công nghiệp thuộc nhóm cung ứng

 

Multi-channel conflict : Mâu thuẫn đa cấp

 

Natural environment: Yếu tố (môi trường) tự nhiên

 

Need: Nhu cầu

 

Network: Mạng lưới

 

New task: Mua mới

 

Observation: Quan sát

 

OEM – Original Equipment Manufacturer: Nhà sản xuất thiết bị gốc

 

Optional- feature pricing: Định giá theo tính năng tuỳ chọn

 

Packaging: Đóng gói

 

Perceived – value pricing: Định giá theo giá trị nhận thức

 

Personal interviewing: Phỏng vấn trực tiếp

 

Physical distribution: Phân phối vật chất

 

Place: Phân phối

 

Political-legal environment: Yếu tố (môi trường) chính trị pháp lý

 

Positioning: Định vị

 

Post-purchase behavior: Hành vi sau mua

 

Price: Giá

 

Từ vựng tiếng Anh chuyên ngành Marketing

 

Tìm hiểu thêm các chủ đề:

 

Từ vựng tiếng Anh chuyên ngành xuất nhập khẩu

 

Từ vựng tiếng Anh chuyên ngành Marketing

 

Từ vựng tiếng Anh theo chủ đề

 

Price discount: Giảm giá

 

Price elasticity: Co giãn ( của cầu) theo giá

 

Primary data: Thông tin sơ cấp

 

Problem recognition: Nhận diện vấn đề

 

Product: Sản phẩm

 

Product Concept : Quan điểm trọng sản phẩm

 

Product-building pricing: Định giá trọn gói

 

Product-form pricing: Định giá theo hình thức sản phẩm

 

Production concept: Quan điểm trọng sản xuất

 

Product-line pricing: Định giá theo họ sản phẩm

 

Product-mix pricing: Định giá theo chiến lược sản phẩm

 

Product-variety marketing: Tiếp thị đa dạng hóa sản phẩm

 

Promotion: Chiêu thị

 

Promotion pricing: Đánh giá khuyến mãi

 

Public Relation: Quan hệ công chúng

 

Pull Strategy: Chiến lược (tiếp thị) kéo

 

Purchase decision: Quyết định mua

 

Purchaser: Người mua (trong hành vi mua)

 

Push Strategy: Chiến lược tiếp thị đẩy

 

Quantity discount: Giảm giá cho số lượng mua lớn

 

Questionnaire: Bảng câu hỏi

 

Relationship marketing: Tiếp thị dựa trên quan hệ

 

Research and Development (R & D): Nguyên cứu và phát triển

 

Retailer: Nhà bán lẻ

 

Sales concept: Quan điểm trọng bán hàng

 

Sales information system: Hệ thống thông tin bán hàng

 

Sales promotion: Khuyến mãi

 

Satisfaction: Sự thỏa mãn

 

Sealed-bid auction: Đấu giá kín

 

Seasonal discount: Giảm giá theo mùa

 

Secondary data: Thông tin thứ cấp

 

Segment: Phân khúc

 

Segmentation: (Chiến lược) phân thị trường

 

Selective attention: Sàng lọc

 

Selective distortion: Chỉnh đốn

 

Selective distribution: Phân phối sàng lọc

 

Selective retention: Khắc họa

 

Service channel: Kênh dịch vụ

 

Short-run Average Cost –SAC: Chi phí trung bình trong ngắn hạn

 

Social – cultural environment: Yếu tố (môi trường) văn hóa xã hội

 

Social marketing concept: Quan điểm tiếp thị xã hội

 

Special-event pricing: Định giá cho những sự kiện đặc biệt

 

Straight rebuy: Mua lại trực tiếp

 

Subculture: Văn hóa phụ

 

Survey: Điều tra

 

Survival objective: Mục tiêu tồn tại

 

Target market: Thị trường mục tiêu

 

Target marketing: Tiếp thị mục tiêu

 

Target-return pricing: Định gía theo lợi nhuận mục tiêu

 

Task environment: Môi trường tác nghiệp

 

Technological environment: Yếu tố (môi trường) công nghệ

 

The order-to-payment cycle: Chu kỳ đặt hàng và trả tiền

 

Timing pricing: Định giá theo thời điểm mua

 

Trademark: Nhãn hiệu đăng ký

 

Transaction: Giao dịch

 

Two-part pricing: Định giá hai phần

 

User: Người sử dụng

 

Value: Giá trị

 

Value pricing: Định giá theo giá trị

 

Vertical conflict: Mâu thuẫn hàng dọc

 

Want: Mong muốn

 

Cách học từ vựng tiếng Anh chuyên ngành Marketing hiệu quả

 

Tạo hứng thú cho bản thân

 

Hãy bắt đầu học tiếng Anh từ những việc đơn giản nhất như xem các video, xem phim hay đọc truyện tiếng Anh,… Bằng việc tạo cảm hứng cho chính mình, bạn sẽ dễ dàng tìm ra các cách tăng vốn từ vựng tiếng Anh chuyên ngành marketing phù hợp và hiệu quả.

 

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Fairmont Banff Springs Hotel History

 

The Canadian Pacific Railway reached Siding 29 (known today as Banff) in the fall of 1883. It was near the hot springs that was discovered at the base of Sulphur Mountain. The Canadian government designated a reserve around the hot springs and encouraged CPR to develop a world class resort similar to the great spa resorts of Europe at that time. To help finance the rail line, the CPR began encouraging visitors to the mountains by building grand mountain resorts, including the Banff Springs Hotel and the Chateau Lake Louise.

 

William Cornelius Van Horne, general manager of the CPR, was quoted as saying “Since we can’t export the scenery,” he said, “we’ll have to import the tourists.” Van Horne chose a site above the confluence of the Bow and Spray Rivers and about two miles from the village of Banff. Van Horne expected the hotel to be "a haven of peace in the midst of the wilderness." The hotel site is surrounded by Castle Mountain, Fairholme Range, Tunnel Mountain and Mount Rundle, providing it with magnificent views. Van Horne hired the architect Bruce Price of New York who introduced the "chateau' style to Canada. The Banff Springs Hotel first opened its doors in the spring of 1888. Disaster struck the hotel in 1926 when the original wooden structure burned down. However, the 1928 rebuilt was much larger and reflects it's present appearance. Stanley Thompson, a world recognized golf course designer was selected to construct the world's greatest mountain golf course which opened in 1929. Due to WWII the hotel closed its doors in 1942 and the greatest era in the hotel's rich history ended.

 

The hotel re-opened in 1945. Banff Springs Hotel relied on train tours until the mid-60's when the hotel was predominantly providing service to conferences, bus excursions and families with automobiles. In 1968 the hotel was winterized and Banff became a year-round destination. By the 1970's the hotel had reached a pivotal point,and moved away from its seasonal past to becoming a resort destination open all year. Targeted marketing campaigns were thrust into foreign markets, especially Japan. The hotel changed itself in order to increase its volume market, focusing more on tours as opposed to independent guests. The 1980's brought expansion and renovation back to the hotel stemming from the 1988 Winter Olympics hosted by Calgary. In 1987, with the coming of the 1988 Winter Olympic Games, $100 million was invested in restoration and renovation.

 

The Banff Springs Hotel is in the lineage of hotels such as the Chateau Lake Louise in Alberta, Le Chateau Frontenac in Québec City and the Empress Hotel in Victoria, British Columbia. Known as the “Castle in the Rockies,” the Banff Springs Hotel is predominantly in the Scottish Baronial style, featuring an Arts-and-Crafts interior.

 

French-based hotel chain, Accorhotels SA, paid $3 billion to acquire the luxury Fairmont, Raffles and Swissotel brands from Oxford Properties, the real estate arm of the Ontario Municipal Employees Retirement System and investment companies - Qatar Investment Authority and Kingdom Holding Company of Saudi Arabia. The deal completed in 2015 included the Chateau Lake Louise, Jasper Park Lodge and the Banff Springs Hotel and ohter Fairmont Hotels.

 

Fairmont Banff Springs Hotel

405 Spray Avenue

Banff, Alberta Canada

Fairmont Banff Springs Hotel History

 

The Canadian Pacific Railway reached Siding 29 (known today as Banff) in the fall of 1883. It was near the hot springs that was discovered at the base of Sulphur Mountain. The Canadian government designated a reserve around the hot springs and encouraged CPR to develop a world class resort similar to the great spa resorts of Europe at that time. To help finance the rail line, the CPR began encouraging visitors to the mountains by building grand mountain resorts, including the Banff Springs Hotel and the Chateau Lake Louise.

 

William Cornelius Van Horne, general manager of the CPR, was quoted as saying “Since we can’t export the scenery,” he said, “we’ll have to import the tourists.” Van Horne chose a site above the confluence of the Bow and Spray Rivers and about two miles from the village of Banff. Van Horne expected the hotel to be "a haven of peace in the midst of the wilderness." The hotel site is surrounded by Castle Mountain, Fairholme Range, Tunnel Mountain and Mount Rundle, providing it with magnificent views. Van Horne hired the architect Bruce Price of New York who introduced the "chateau' style to Canada. The Banff Springs Hotel first opened its doors in the spring of 1888. Disaster struck the hotel in 1926 when the original wooden structure burned down. However, the 1928 rebuilt was much larger and reflects it's present appearance. Stanley Thompson, a world recognized golf course designer was selected to construct the world's greatest mountain golf course which opened in 1929. Due to WWII the hotel closed its doors in 1942 and the greatest era in the hotel's rich history ended.

 

The hotel re-opened in 1945. Banff Springs Hotel relied on train tours until the mid-60's when the hotel was predominantly providing service to conferences, bus excursions and families with automobiles. In 1968 the hotel was winterized and Banff became a year-round destination. By the 1970's the hotel had reached a pivotal point,and moved away from its seasonal past to becoming a resort destination open all year. Targeted marketing campaigns were thrust into foreign markets, especially Japan. The hotel changed itself in order to increase its volume market, focusing more on tours as opposed to independent guests. The 1980's brought expansion and renovation back to the hotel stemming from the 1988 Winter Olympics hosted by Calgary. In 1987, with the coming of the 1988 Winter Olympic Games, $100 million was invested in restoration and renovation.

 

The Banff Springs Hotel is in the lineage of hotels such as the Chateau Lake Louise in Alberta, Le Chateau Frontenac in Québec City and the Empress Hotel in Victoria, British Columbia. Known as the “Castle in the Rockies,” the Banff Springs Hotel is predominantly in the Scottish Baronial style, featuring an Arts-and-Crafts interior.

 

French-based hotel chain, Accorhotels SA, paid $3 billion to acquire the luxury Fairmont, Raffles and Swissotel brands from Oxford Properties, the real estate arm of the Ontario Municipal Employees Retirement System and investment companies - Qatar Investment Authority and Kingdom Holding Company of Saudi Arabia. The deal completed in 2015 included the Chateau Lake Louise, Jasper Park Lodge and the Banff Springs Hotel and ohter Fairmont Hotels.

 

Fairmont Banff Springs Hotel

405 Spray Avenue

Banff, Alberta Canada

Fairmont Banff Springs Hotel History

 

The Canadian Pacific Railway reached Siding 29 (known today as Banff) in the fall of 1883. It was near the hot springs that was discovered at the base of Sulphur Mountain. The Canadian government designated a reserve around the hot springs and encouraged CPR to develop a world class resort similar to the great spa resorts of Europe at that time. To help finance the rail line, the CPR began encouraging visitors to the mountains by building grand mountain resorts, including the Banff Springs Hotel and the Chateau Lake Louise.

 

William Cornelius Van Horne, general manager of the CPR, was quoted as saying “Since we can’t export the scenery,” he said, “we’ll have to import the tourists.” Van Horne chose a site above the confluence of the Bow and Spray Rivers and about two miles from the village of Banff. Van Horne expected the hotel to be "a haven of peace in the midst of the wilderness." The hotel site is surrounded by Castle Mountain, Fairholme Range, Tunnel Mountain and Mount Rundle, providing it with magnificent views. Van Horne hired the architect Bruce Price of New York who introduced the "chateau' style to Canada. The Banff Springs Hotel first opened its doors in the spring of 1888. Disaster struck the hotel in 1926 when the original wooden structure burned down. However, the 1928 rebuilt was much larger and reflects it's present appearance. Stanley Thompson, a world recognized golf course designer was selected to construct the world's greatest mountain golf course which opened in 1929. Due to WWII the hotel closed its doors in 1942 and the greatest era in the hotel's rich history ended.

 

The hotel re-opened in 1945. Banff Springs Hotel relied on train tours until the mid-60's when the hotel was predominantly providing service to conferences, bus excursions and families with automobiles. In 1968 the hotel was winterized and Banff became a year-round destination. By the 1970's the hotel had reached a pivotal point,and moved away from its seasonal past to becoming a resort destination open all year. Targeted marketing campaigns were thrust into foreign markets, especially Japan. The hotel changed itself in order to increase its volume market, focusing more on tours as opposed to independent guests. The 1980's brought expansion and renovation back to the hotel stemming from the 1988 Winter Olympics hosted by Calgary. In 1987, with the coming of the 1988 Winter Olympic Games, $100 million was invested in restoration and renovation.

 

The Banff Springs Hotel is in the lineage of hotels such as the Chateau Lake Louise in Alberta, Le Chateau Frontenac in Québec City and the Empress Hotel in Victoria, British Columbia. Known as the “Castle in the Rockies,” the Banff Springs Hotel is predominantly in the Scottish Baronial style, featuring an Arts-and-Crafts interior.

 

French-based hotel chain, Accorhotels SA, paid $3 billion to acquire the luxury Fairmont, Raffles and Swissotel brands from Oxford Properties, the real estate arm of the Ontario Municipal Employees Retirement System and investment companies - Qatar Investment Authority and Kingdom Holding Company of Saudi Arabia. The deal completed in 2015 included the Chateau Lake Louise, Jasper Park Lodge and the Banff Springs Hotel and ohter Fairmont Hotels.

 

Fairmont Banff Springs Hotel

405 Spray Avenue

Banff, Alberta Canada

Fairmont Banff Springs Hotel History

 

The Canadian Pacific Railway reached Siding 29 (known today as Banff) in the fall of 1883. It was near the hot springs that was discovered at the base of Sulphur Mountain. The Canadian government designated a reserve around the hot springs and encouraged CPR to develop a world class resort similar to the great spa resorts of Europe at that time. To help finance the rail line, the CPR began encouraging visitors to the mountains by building grand mountain resorts, including the Banff Springs Hotel and the Chateau Lake Louise.

 

William Cornelius Van Horne, general manager of the CPR, was quoted as saying “Since we can’t export the scenery,” he said, “we’ll have to import the tourists.” Van Horne chose a site above the confluence of the Bow and Spray Rivers and about two miles from the village of Banff. Van Horne expected the hotel to be "a haven of peace in the midst of the wilderness." The hotel site is surrounded by Castle Mountain, Fairholme Range, Tunnel Mountain and Mount Rundle, providing it with magnificent views. Van Horne hired the architect Bruce Price of New York who introduced the "chateau' style to Canada. The Banff Springs Hotel first opened its doors in the spring of 1888. Disaster struck the hotel in 1926 when the original wooden structure burned down. However, the 1928 rebuilt was much larger and reflects it's present appearance. Stanley Thompson, a world recognized golf course designer was selected to construct the world's greatest mountain golf course which opened in 1929. Due to WWII the hotel closed its doors in 1942 and the greatest era in the hotel's rich history ended.

 

The hotel re-opened in 1945. Banff Springs Hotel relied on train tours until the mid-60's when the hotel was predominantly providing service to conferences, bus excursions and families with automobiles. In 1968 the hotel was winterized and Banff became a year-round destination. By the 1970's the hotel had reached a pivotal point,and moved away from its seasonal past to becoming a resort destination open all year. Targeted marketing campaigns were thrust into foreign markets, especially Japan. The hotel changed itself in order to increase its volume market, focusing more on tours as opposed to independent guests. The 1980's brought expansion and renovation back to the hotel stemming from the 1988 Winter Olympics hosted by Calgary. In 1987, with the coming of the 1988 Winter Olympic Games, $100 million was invested in restoration and renovation.

 

The Banff Springs Hotel is in the lineage of hotels such as the Chateau Lake Louise in Alberta, Le Chateau Frontenac in Québec City and the Empress Hotel in Victoria, British Columbia. Known as the “Castle in the Rockies,” the Banff Springs Hotel is predominantly in the Scottish Baronial style, featuring an Arts-and-Crafts interior.

 

French-based hotel chain, Accorhotels SA, paid $3 billion to acquire the luxury Fairmont, Raffles and Swissotel brands from Oxford Properties, the real estate arm of the Ontario Municipal Employees Retirement System and investment companies - Qatar Investment Authority and Kingdom Holding Company of Saudi Arabia. The deal completed in 2015 included the Chateau Lake Louise, Jasper Park Lodge and the Banff Springs Hotel and ohter Fairmont Hotels.

 

Fairmont Banff Springs Hotel

405 Spray Avenue

Banff, Alberta Canada

Fairmont Banff Springs Hotel History

 

The Canadian Pacific Railway reached Siding 29 (known today as Banff) in the fall of 1883. It was near the hot springs that was discovered at the base of Sulphur Mountain. The Canadian government designated a reserve around the hot springs and encouraged CPR to develop a world class resort similar to the great spa resorts of Europe at that time. To help finance the rail line, the CPR began encouraging visitors to the mountains by building grand mountain resorts, including the Banff Springs Hotel and the Chateau Lake Louise.

 

William Cornelius Van Horne, general manager of the CPR, was quoted as saying “Since we can’t export the scenery,” he said, “we’ll have to import the tourists.” Van Horne chose a site above the confluence of the Bow and Spray Rivers and about two miles from the village of Banff. Van Horne expected the hotel to be "a haven of peace in the midst of the wilderness." The hotel site is surrounded by Castle Mountain, Fairholme Range, Tunnel Mountain and Mount Rundle, providing it with magnificent views. Van Horne hired the architect Bruce Price of New York who introduced the "chateau' style to Canada. The Banff Springs Hotel first opened its doors in the spring of 1888. Disaster struck the hotel in 1926 when the original wooden structure burned down. However, the 1928 rebuilt was much larger and reflects it's present appearance. Stanley Thompson, a world recognized golf course designer was selected to construct the world's greatest mountain golf course which opened in 1929. Due to WWII the hotel closed its doors in 1942 and the greatest era in the hotel's rich history ended.

 

The hotel re-opened in 1945. Banff Springs Hotel relied on train tours until the mid-60's when the hotel was predominantly providing service to conferences, bus excursions and families with automobiles. In 1968 the hotel was winterized and Banff became a year-round destination. By the 1970's the hotel had reached a pivotal point,and moved away from its seasonal past to becoming a resort destination open all year. Targeted marketing campaigns were thrust into foreign markets, especially Japan. The hotel changed itself in order to increase its volume market, focusing more on tours as opposed to independent guests. The 1980's brought expansion and renovation back to the hotel stemming from the 1988 Winter Olympics hosted by Calgary. In 1987, with the coming of the 1988 Winter Olympic Games, $100 million was invested in restoration and renovation.

 

The Banff Springs Hotel is in the lineage of hotels such as the Chateau Lake Louise in Alberta, Le Chateau Frontenac in Québec City and the Empress Hotel in Victoria, British Columbia. Known as the “Castle in the Rockies,” the Banff Springs Hotel is predominantly in the Scottish Baronial style, featuring an Arts-and-Crafts interior.

 

French-based hotel chain, Accorhotels SA, paid $3 billion to acquire the luxury Fairmont, Raffles and Swissotel brands from Oxford Properties, the real estate arm of the Ontario Municipal Employees Retirement System and investment companies - Qatar Investment Authority and Kingdom Holding Company of Saudi Arabia. The deal completed in 2015 included the Chateau Lake Louise, Jasper Park Lodge and the Banff Springs Hotel and ohter Fairmont Hotels.

 

Fairmont Banff Springs Hotel

405 Spray Avenue

Banff, Alberta Canada

The newest Subaru Impreza compact wagon gets the raised off-road Outback treatment and becomes the Crosstrek.

 

Due to Subaru's targeted marketing from the late 1990s on, I consider this the perfect "outdoorsy lesbian crazy cat lady car," and I may want to get one just for that reason!

. . . . on the High Street.

D&G Bus Optare Versa 158 (YJ57 XWB), a former Transdev Burnley & Pendle vehicle now branded in yellow for the Hanley-Newcastle service, pauses outside Stoke market (located in the original town of Stoke-upon-Trent from which the much larger federated city takes its name) on 1 November 2017. The Adderley Green independent, after only 19 years of existence, has become one of the largest operators in Staffordshire.

Walgreens has Werther's displayed with the incontinence products, dispelling any doubt as to whether or not Werther's is a candy for old people.

December snow. It was minus 2. There was white van decorated with red bulls eyes. A team of half a dozen 20 -somethings were dressed in red zip-up sweaters and red toques working the intersection. The team leader was happy-clappy, the others markedly less so. "Hi! Have you heard of the Target store? You have. Great. We are opening in 2013! Have a shopping bag."

Yonge and Eglinton is a busy intersection on Thursday night. It is an upscale district, one that might not be waiting with bated breath for the opening of big US box store offering cheap prices (and low wages). So, it was not a shock to see people giving back their gift bags when they saw what the Target Team was handing out - a cheap red shopping bag, a business card and a bottle of water.

It was a brisk gloves and hat night. Maybe that was the reason for the public's lukewarm reception to a gift of cold water in a garish Tory-red bag. Target will have to do much better to win over this part of town.Just before I headed off to the subway I asked the team leader if he minded me taking a picture of him. "Do it!" he said. " I can get crazier if you want. Please tweet the city." Cutting-edge street level marketing campaign - old style camera. Guess dated blog will have to do.

 

UPDATE 2014 - Target has dumped its president. The company is re-examing its failing Canadian operation. A limp pre-opening street campaign isn't going to make or break any store chain opening .... but that nighttime operation I reported on was as lame as it current operations.

 

UPDATE 2015 - The marketing street "guy" is unemployed. The car has lost its logos. All Target stores in Canada are closed. This photo could be the last reminder of one American Retails worst ideas, coming into Canada without realizing that there is a difference between American and Canadian shoppers. And please, don't give out ice cold water on Yonge Street in sub-zero temperatures.

Trade Show Display Case Study

 

Target Marketing On The Show Floor

 

Skyline Exhibits planned for the Exhibitor Show by focusing on women, who account for 70 percent of exhibit buyers.

 

In the soft economy, many companies have tightened their belts, a concept familiar to calorie-counting women. You could say that Skyline helps maintain lean budgets with lightweight exhibits that are anything but bland. And suddenly Skyline had a new message for its primary demographic: Put your exhibit on a diet and still look delicious.

 

At the show, Skyline reinforced that idea and lured attendees with free reduced-calorie ice-cream bars. The promotion sparked conversations about the weighty issues of exhibiting and helped Skyline gain an increase in leads.

 

Despite economic uncertainty, attendees said they remain committed to exhibiting because trade shows work. However, greater attention to return on investment means that exhibitors are looking for ways to decrease operating costs - just what women -- and men -- discovered at the Skyline exhibit.

 

To learn more:

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Trade Show Exhibit Case Study

 

Airline Soars With Lightweight Exhibits

 

Before: American Airlines (AA) had six aging 10' display units for small shows, a 30' custom cutaway fuselage for large shows, no good solution for in-between shows, and big bills to ship, install, dismantle and store the cumbersome structures.

 

After: With Skyline as its partner, AA bought a fleet of banner stands and pop-up displays for small shows, rented a variety of exhibit structures up to 20' by 20' for in-between shows, and slashed non-productive trade show expenses. Better yet, AA's biggest show of the year was its most successful ever, and the cumulative cost savings allowed the airline to expand its show schedule.

 

Susan Williams, AA's Manager of Brand Management & Targeted Marketing, uses Skyline as an extension of her department. She taps into Skyline's expertise for trade show planning and exhibit management services - coordination of storage, shipping, installation and at-show troubleshooting through Skyline's global network - that are tailored to the airline's needs.

 

"Skyline has been an absolute dream to work with, and I don't give out compliments like that easily," Williams says.

 

To learn more:

www.skyline.com/Success-Stories/americanair/

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As with every form of website marketing campaign, your social media marketing efforts must add a great product, a fantastic platform and target marketing. After you have determined how you will will satisfy these requirements, after that you can adhere to the advice provided in the following paragraphs to begin with implementing your social media campaign.

 

Be extremely careful prior to deciding to employ the assistance of marketing companies who concentrate on social media marketing. You can find a huge number of firms that simply aim to defraud and take advantage of company owners who do not have knowledge of website marketing. These firms use a large number of bogus Facebook, YouTube and Twitter accounts using proxy servers that automate registration at these internet websites. Your advertisement then falls through the wayside, because real men and women will not likely see it and you find yourself losing each of the money you paid for the marketing company.

 

Adding different features on the social sites, for instance a comments section as well as a voting/ratings section, will definitely help you locate as sociable. Utilizing these functions may help your users decide what your most widely used content is, and lets them actively participate.

 

Be certain to enhance your social media marketing sites regularly. Those who use social media sites expect frequent updates. Should you forget to provide them, your reputation can suffer and you could lose customers. Make an attempt to supply updates repeatedly weekly.

 

If you are intending to make a social media marketing profile, you have to be ready to continuously update it. The busy those who use social media sites are used to frequent updates and in case you forget to provide them, you could be putting your small business with a serious disadvantage. Attempt updates at the very least three or four times every week.

 

A social media marketing storefront that is certainly user friendly is a sure way it is possible to effectively use social media. As being a supplement in your standalone site, produce a Facebook store which users can navigate from each post you will make. Facebook users are recognized to spend hours on the webpage. Should your posts lead them to an internet store, they might be looking into your product or service with out ever left Facebook. And also this could easily cause new sales. This lets you contact the possible consumers with no need to ever leave Facebook

 

Utilizing these tips may help you be a better advertiser and business person. Although it will probably be difficult to get a specialist at both of them, as soon as you do you'll visit your company flourish and profits soar. xplocialteambuilders.com/social-media-marketing-that-is-x...

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John Sullivan, of JGSullivan Interactive, Skypes with the management team of Physicians WEIGHT LOSS Centers of America to discuss the benefits of targeted marketing for each of their PWLC locations with geo-targeted Google AdWords campaigns.

Consumer Protection and Social Media - What you need to know from the FTC!

C. Steven Baker, Director of the Midwest Regional Office, Federal Trade Commission

 

Improper disclosures on blogs. Inadequate privacy policies. Inappropriate mobile marketing. Deceptive affiliate marketing. Unfair target marketing at kids. On a daily basis, we hear and read about the government’s involvement in today's digital economy, and decision-makers in every industry appreciate the need to understand compliance obligations and prudent risk management procedures. Become informed about the latest developments from a highly respected senior official from the Federal Trade Commission.

 

Mr. Steven Baker, the Director of the FTC’s Midwest Regional Officer, will provide a current update on regulatory expectations and lessons learned from the latest enforcement actions.

L to R: Angela Mariana Freyre, senior vice president and general counsel export, Import Bank of the United States; Rick Ramirez, senior vice president targeted marketing for Warner Brothers Pictures; Rosemary Portillo, public affairs events manager, Nielsen; Doug Darfield, senior vice president of ethnic measurement research, Nielsen; Don Lowery, senior vice president of public affairs and government relations, Nielsen; and Cristina Camino, senior partner with the Milagro Communications Group.

via WordPress ift.tt/2FKriUD

 

Print media is on life support, being replaced by the efficiency of the digital age. Technology has enabled a competitive online marketplace for content creation, consumption, and monetization. It is a new age of creative content, and unlike the printing press, at the end of its nearly 600-year reign, the new platforms and mediums for content creation are infinite in nature.

 

In the past, blog posts were short, often less than 500 words, and the writer might have made a penny a word if they had a reasonable reputation. Today’s published content is a far cry from simple personal reviews, opinions, and instructional tutorials, let alone the congested forums and chat rooms that were once the foundation of the internet. Long-form social content is now one of the most popular and diverse forms of creative expression and writers can now successfully supplement their income.

 

Blogs or stories are often a work of passion from dedicated authors–who contribute tens of millions of quality pieces of content daily. Only a fraction, though, will reach a broad audience, and an even smaller amount will benefit from any meaningful monetization. Also, these contributors are multifaceted, but regularly struggle to include video, music and e-commerce components on legacy publishing platforms.

 

A new opportunity is emerging in the long-form content space. Contributors and bloggers can now capitalize on leveraging forward-thinking publishing platforms, embedded with new social media functionalities. This will change the status quo and disrupt an industry dominated by legacy platforms like WordPress.

 

These newly engineered platforms benefit the author, advertiser, platform provider, and consumer alike. As innovators jockey their way onto the scene, one, in particular, has already arrived and may solidify their position as the primary platform for long-form content publishing.

 

Meet “Vocal” (vocal.media), Jerrick Media’s (OTCMKTS: JMDA) flagship product. It is a comprehensive platform that is paving the way for authors, advertisers, publishers, and agencies to get their creative work placed directly into an engaged social network representing a highly targeted audience. Vocal also has incorporated several monetization tools so that content creators can get paid. It’s a win-win-win scenario for all.

 

The Vocal Publishing Platform

 

Created by Jerrick Media, Vocal is a premier long-form social publishing platform that allows content creators to seamlessly publish their creative work to over 30 genre-specific Vocal communities, and monetize their content in the short and long term. Vocal leverages many of the successful concepts implemented by competitors to efficiently gather and house a vast amount of material on diverse topics. Vocal, as a contributor based platform, is not burdened with the extensive cost of creating content which has typically encumbered the digital space. JMDA, like other successful tech companies in the platform space, relies on its creative user base to drive quality content and is quickly emerging as a favorite platform for bloggers, authors, and other creatives to gain visibility for their unique content. More recently, the closing of Creators.co and the pivot by MoviePilot.com was followed by a material increase in Vocal’s sign-ups, perpetuating the steady migration of creators to Vocal that began with tired WordPress bloggers looking for a new digital home.

 

JMDA’s publishing platform, Vocal, is strategically designed to address three fundamental problems that content creators face in a new era of digital publishing.

 

First, JMDA recognized that it is incredibly challenging for an individual to get his or her content out to a sizeable audience. JMDA knew that individual authors and website owners were at a severe disadvantage when trying to attract an audience. Initially, the founders of JMDA created Vocal as a proprietary platform to solve an internal content management issue. It then became clear that there is a significant need in the market for the commercialization of its tech. This is based on a deep understanding of current search engine optimization strategy, management of data and application of design. Unique content that is published on small generic websites whose architectures are not built for search engine optimization, or socialization, will not interact efficiently with the current advanced algorithms of Google, Facebook, Yahoo or any other established search or social architectures.

 

Second, JMDA noticed that contributors commonly were frustrated with publishing options that were neither intuitive nor efficient, requiring manual management of difficult website formatting issues. Also, they were faced with challenges when trying to import content from other sources. Vocal moves the material forward, relying on its advanced architecture that allows for intuitive, efficient and reliable publishing features.

 

Third, and most pressing for many bloggers and creators, is that it is incredibly challenging to earn money, especially when faced with distribution and search engine variables that are always in flux. Even when bloggers were able to identify display advertising as a medium to gain exposure, JMDA saw that the traditional advertising services did not offer an average blog or website any realistic monetization opportunities. The founders of JMDA understood that conventional programmatic advertising was in a systemic decline and built a platform that could not be impacted by compressing spreads.

 

Individuals found that to create a quality blog or website and provide for monetization was a near impossible and time-consuming process. They would sacrifice resources from their core competencies–writing and creating. Thus, bloggers were left with an expensive proposition– either keep plugging away to hopefully–though unlikely–accrue some Google domain authority, Facebook relevancy, or pay handsomely for advertising and pay-per-click viewership. Realistically, neither of those scenarios bode well for the individual content creator and create a limited opportunity for conversions.

 

The Vocal Platform Can Ignite Creative Genius by Solving Problems

 

Jerrick has made it their mission through Vocal to address and solve all three of these issues by bringing quality, niche long-form content to readers and rewarding the content creators. The platform overcomes the significant problem of content visibility because of its advanced architecture. As a proprietary content management platform, Vocal can leverage its data and enhance Search Engine Optimization (SEO) for individual users. Social network tools within the platform provide amplification for an author’s audience.

 

Vocal’s network consists of over 30 genre-specific communities, designed for a user’s interests and preferences. Vocal’s technology consistently learns from its user base and, in turn, JMDA draws upon these findings to improve the design and create a superior user experience, always matching the content creator with the right audience. The technology behind the algorithmically-driven SEO of Vocal’s platform often results in an improved organic ranking of the creators’ names and articles. This content can show up prominently on search engines, such as Google. It costs the creator absolutely nothing to open a Vocal account.

 

Vocal addresses the issue of simplifying confusing and miscategorized content–with topic-based communities for submissions–while eliminating the need for website creation. By providing a best-in-class editor to its authors and a wealth of resource guides, creators can now focus on their content, rather than the technical formatting details and complexities of legacy blogging and content platforms.

 

With an innovative monetization platform, Vocal allows authors to get competitively paid for their published work in a number of ways, from pay-per-view, microtransactions such as ‘gifting,’ as well as future affiliate marketing plans. This gives authors a chance to find a home for their content with an incentive to publish higher quality pieces and leverage the Vocal community to which they contribute.

 

JMDA Is Maximizing The Earning Power Of Unique Content

 

So, how exactly are content creators able to capitalize on the unique benefits of the Vocal platform and generate their revenue by contributing original content? Vocal compensates writers based on their articles’ performance. However, here is where the company distinguishes itself from competition while generating revenue in the process–Vocal’s in-house creative agency, Vocal for Brands, will assist creators, brands, and publishers to produce high-quality content that can quickly reach their intended audience. Moreover, having that team in the corner which is overseen by Jerrick’s Co-Founder Rick Schwartz, can be a lucrative proposition for all types of contributors. Many believe, in fact, that the combination of the advanced platform, combined with a seasoned in-house creative agency team is what will continue to drive the user momentum for Vocal, and maximize profit for the diverse but synergistic business model for JMDA.

 

The highly-skilled team at JMDA consists of trained creatives, designers, and influencers who work with individuals and companies on a personal basis to highlight their brand and utilize the built-in engaged network and analytics to promote their content to current and new audiences. Vocal’s services are unique in that they allow brands to curate a target audience for a particular project. Additionally, the team will work to bring this content to a broader audience through marketing, social promotion, and awareness campaigns. Given the brand interest in participating on the platform, Jerrick has indicated that they might expect to include a native ad server as demand continues to grow.

 

Another opportunity for both JMDA and Vocal creators to generate revenue is through Vocal’s ‘Gifting’ feature. Vocal provides users a unique opportunity to execute microtransactions within the network. JMDA collects a transaction fee in this process. While other leading content providers gather subscription-based revenue partially allocated to creators, JMDA has recognized that content consumers are moving away from committing to subscription payments and are opting to reward creators only when they have derived value–similar to “tipping” for a job well done. The gifting model leverages the rising of the “giving” economy and allows readers to “gift” a creator voluntarily when they feel they received value. This, in turn, incentivizes higher quality content submission. Having launched this capability in beta form in February, it is already proving to be a revolutionary model.

 

In addition to microtransactions, JMDA has instituted an advanced affiliate marketing and sales program. With thousands of affiliate relationships with merchants, Vocal generates revenues from all sales derived from content on its platform. JMDA’s internal quantitative analytics group can utilize data proprietarily as well as to guide their strategy for brand campaigns. Synthesizing Jerrick’s creative and quantitative groups has proven to enhance affiliate marketing metrics. Future plans include the possibility of authors participating directly in the program.

 

Momentum And Opportunity Exudes From JMDA

 

JMDA is not naive. They understand that for Vocal to continue to be a successful platform, its creators must be successful as well. Moreover, thanks to its unique offerings and savvy marketing and management, Vocal has seen an exponential increase in its user base since its inception in December of 2016.

 

As of Q4 of 2017, Vocal had over 175,000 active content creators (with over 50,000 signups in the last 60 days) publishing up to 600 unique stories per day. These stories are generating upwards of 6,300,000 page views per month, an impressive metric by any standard and all the more so because the majority of Vocal traffic is organic. Moreover, JDMA already has the strategies in place to facilitate the additional growth of their platform. First and foremost, they combine creators and readers, bring sponsored content to the equation, and provide enormous SEO amplification to the other authors on the platform which is ultimately resulting in perpetual and significant growth for the platform’s macro domain authority. Upon searching the word ‘Vocal,’ Vocal.media appears on the first page of search results for most PC and mobile devices. When adding in the managerial expertise, the prospects for more excessive growth is highly likely for a platform that provides significant benefits for each party to the publication process.

 

Evidenced by the site’s exponential gains throughout 2017, the Vocal platform has proven that it can cyclically incorporate new readers and content creators as the network expands. As more quality content is published and becomes readily viewable on search engines, more readers are going to find the content they are interested in on Vocal’s platform, making the site a frequent stop for premium content. The creators compound this effect through their social self-amplification.

 

JMDA may be right to assume that as more readers get drawn into the Vocal ecosystem, many will take notice of the platform’s incentives for content creators, resulting in additional authors, additional content, and new readers–a cycle that can generate growth for the company with minimal effort. Innate advantages aside, Vocal has a detailed user acquisition strategy that is designed to bring in new content creators to their platform, as well as to introduce new readers to the website that will drive benefit for the author, sponsor, and ultimately JMDA in the revenue department. This opens the door for revenue generation.

 

It’s The SEO, Silly

 

Perhaps most important to bloggers and content creators, Vocal’s built-in Search Engine Optimization tools tackle the most common challenge faced by most other DIY blogging solutions–appearing prominently on an internet search. JMDA faces this challenge for its users and strengthens the ability to rank user content prominently by utilizing inbound marketing and content amplification strategies. These practices have become some of the most effective ways to attract new users in the digital age. Additionally, JMDA’s proprietary data tools allow for detailed and actionable analytics, enabling creators to analyze consumer trends and markets accordingly.

 

Notably, Vocal has made it a focused priority to provide its first-rate service to its entire user base, working to retain contributors by ensuring timely and helpful customer support to both readers and authors. Astoundingly, even after using sophisticated and proprietary methods to acquire new users, it costs JMDA an immaterial expense to attract original content creators, as well as readers. Taking into account the business model that can maximize revenue through agency partnerships and sponsorships, this cost is almost inconsequential compared to the income new customers can bring to the company. It could be argued that JMDA is both a margin as well as a growth story.

 

A Foundation for Success

 

As for any startup venture, investors would be wise to make sure that the company is led by focused and capable management with the experience to bring ideas to fruition. And, there is little doubt that Vocal, with its growing user base and forward-thinking platform, is in good hands.

 

Founded in 2012, Jerrick Media, in its simplest terms, is a digital technology company focused on the development, expansion, and monetization of online communities through the use of targeted marketing and branded digital content. Founder and CEO Jeremy Frommer leads the company, though, from the standpoint of more than 20 years of experience in the institutional financial services and technology industry. What results is a technology company with a hedge fund mentality Mr. Frommer brings with him valuable knowledge of online financial operations and community development through his experiences as CEO of Carlin Financial Group, and later as managing director and head of RBC Capital Markets Corporation’s Global Prime Services group. After two years of investing in the digital media space, Mr. Frommer quickly found that the available commercial technology did not aptly support his business ideas at the time, and partnered with long-time friend and business partner Rick Schwartz to establish Jerrick Media. Moreover, that partnership, which became JMDA, is developing one of the most targeted and efficient long-form blogging platforms available today.

 

The company’s founding principle rests on providing best-in-class solutions for content creators to efficiently publish their content, build influence and monetize their work. Mr. Frommer let his experience dictate the path, and has assembled a highly skilled team to support Jerrick Media’s mission and the Vocal platform, providing an excellent foundation for the company to expand and build its portfolio of content creation and marketing services.

 

Looking Ahead And Recognizing Opportunity

 

For investors, now may be the perfect time to consider JMDA stock as a value opportunity, and evaluate the short and long-term prospects of this emerging company that is both diligent and focused on driving shareholder value. Moreover, with its flagship product only recently disseminated to the market in 2017, the stock appears to still be under the radar of small-cap investors, adding to a window of opportunity at current levels.

 

Investors may also be wise to factor in the exponential growth and the continued momentum of Vocal during the second half of 2017, specifically noting the inherently robust platform features, state-of-the-art design, and ability to attract new users daily. Even from a cursory view, there is a good reason to believe that the JMDA share price, at current levels, is grossly undervalued. Following the momentum already in place, Vocal’s platform will continue to scale based on the size of its user base and, as stated earlier in the article, there are certain aspects of the platform that will facilitate the generation of users organically. To bolster the prospects, JMDA has alluded to several planned initiatives to strengthen this growth in 2018 further.

 

Within the first quarter of 2018, JMDA has publicly stated that they intend to secure accretive partnerships that may allow for increased affiliated sales and branded content, thereby generating additional revenue streams for the company.

 

As an example of the many unique revenue-generating services currently active on Vocal, brand sponsors can quickly engage with their target audience by sponsoring contests, which are entirely maintained and facilitated by Vocal staff. Brands effectively challenge the Vocal community of creators to create content related to their “brand challenge” for a prize. This simultaneously generates brand awareness and also valuable content that can be repurposed for expanded brand promotion. Recent promotions on the Vocal platform produced tens of thousands of unique visits from readers and had proven that the method of leading readers to the site through in-house projects is an exceptionally viable tool.

 

Being Different Is JMDA’s Strength

 

Jerrick Media’s Vocal is a unique platform that can address some of the most problematic issues faced by tens of millions of content creators. The company’s business model not only allows content creators to efficiently produce and host high-quality content in a multitude of channels, but also enables authors to reach a wider audience and reap financial rewards for their work.

 

With an already successful launch and nearing seven million page views per month, Vocal is in a position to continue its run of exponential growth as more features are implemented to attract new readers, creators, and authors. At its current trading price, investors would be wise to consider looking into the up-and-coming social media platform that is positioned to become the industry model for success.

 

This article was originally featured on CNA Finance!

 

Research JMDA

 

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jQuery.ajax({

type : “post”,

url : “https://www.modestmoney.com/wp-admin/admin-ajax.php”,

data : {action: “render_chart”, symbols: “JMDA”, gridLineColor: “#e9e9ea”, fontColor: “#83888D”, underLineColor: “#dbeffb”, trendLineColor: “#4bafe9”, width: “718px”, height: “500px”, locale: “en”},

success: function(response) {

jQuery(“#render_finance_chart”).html(response);

//jQuery(“#show_chart1”).hide();

//jQuery(“#hide_chart”).show();

}

});

});https://d33t3vvu2t2yu5.cloudfront.net/tv.jsShow Tweets Mentioning JMDAHide Tweets Mentioning JMDAShow Tweets Mentioning JMDA

 

jQuery(“#show_tweets”).on(“click”,function(event, param1) {

jQuery(“#overlay_mask”).removeClass(“cl_hide”);

jQuery(“#overlay_mask”).addClass(“cl_show”);

if(param1 == “undefined” || param1 == undefined){

var chart_res = jQuery( “#show_chart” ).trigger( “click”, [ “get_chart”, “Event12” ] );

//jQuery(“#hide_chart”).hide();

}

 

jQuery(“#render_finance_chart”).hide();

jQuery(“#show_chart”).hide();

jQuery(“#show_chart1”).show();

//jQuery(“#show_chart1”).addClass(“active”);

 

jQuery.ajax({ type : “post”, url : “https://www.modestmoney.com/wp-admin/admin-ajax.php”, data : {action: “render_tweets”, symbol: “JMDA”}, success: function(response) {jQuery(“#render_twitter_html”).html(response);

setTimeout(function(){ jQuery(“#overlay_mask”).removeClass(“cl_show”); jQuery(“#overlay_mask”).addClass(“cl_hide”); }, 3000);

 

jQuery(“#show_tweets”).addClass(“cl_hide”);

jQuery(“#hide_tweets”).removeClass(“cl_hide”);

jQuery(“#hide_tweets”).addClass(“cl_show”);

jQuery(“#hide_tweets”).addClass(“active”);

 

var li_length = document.getElementsByClassName(“service-list”).length;

//jQuery(“#show_tweets”).hide();

 

for(i = 1; i upto){

chk_upto = upto;

}else{

chk_upto = last_count+10;

}

if(chk_upto == upto){

jQuery(“#button”).hide();

}

var j = 0;

for(j = last_count; j<=chk_upto; j++){

document.getElementsByClassName("service-list")[j].style.display="block";

}

i = chk_upto;

}

jQuery(document).on("click", "#show_tweets1", function(){

jQuery("#render_twitter_html").show();

//scroll_by_id("render_twitter_html");

//jQuery("#show_tweets1").hide();

});

 

jQuery(document).on("click", "#hide_tweets", function(){

jQuery("#render_twitter_html").hide();

jQuery("#hide_tweets").hide();

jQuery("#show_tweets1").show();

jQuery("#show_tweets1").addClass("active");

 

jQuery("#show_chart1").removeClass("active");

jQuery("#hide_chart").removeClass("active");

});

jQuery(document).on("click", "#show_tweets1", function(){

jQuery("#render_twitter_html").show();

jQuery("#hide_tweets").show();

jQuery("#hide_tweets").addClass("active");

jQuery("#show_tweets1").hide();

jQuery("#show_chart1").removeClass("active");

jQuery("#hide_chart").removeClass("active");

});

jQuery(document).on("click", "#show_chart1", function(){

jQuery("#render_finance_chart").show();

jQuery("#show_chart1").hide();

jQuery("#hide_chart").show();

jQuery("#hide_chart").addClass("active");

jQuery("#hide_tweets").removeClass("active");

jQuery("#show_tweets1").removeClass("active");

});

jQuery(document).on("click", "#hide_chart", function(){

jQuery("#render_finance_chart").hide();

jQuery("#hide_chart").hide();

jQuery("#show_chart1").show();

jQuery("#show_chart1").addClass("active");

jQuery("#hide_tweets").removeClass("active");

jQuery("#show_tweets1").removeClass("active");

});

function scroll_by_id(id){

jQuery("html,body").animate({scrollTop: $("#"+id).offset().top}, "slow");

$("#"+id).css("margin-top", "40px");

}

 

The post Jerrick Media (JMDA) Stock: Vocal Is The Most Innovative Social Publishing Platform On The Web appeared first on Modest Money.

 

Jerrick Media (JMDA) Stock: Vocal Is The Most Innovative Social Publishing Platform On The Web published first on internetowyportfel.tumblr.com/

 

Consumer Protection and Social Media - What you need to know from the FTC!

C. Steven Baker, Director of the Midwest Regional Office, Federal Trade Commission

 

Improper disclosures on blogs. Inadequate privacy policies. Inappropriate mobile marketing. Deceptive affiliate marketing. Unfair target marketing at kids. On a daily basis, we hear and read about the government’s involvement in today's digital economy, and decision-makers in every industry appreciate the need to understand compliance obligations and prudent risk management procedures. Become informed about the latest developments from a highly respected senior official from the Federal Trade Commission.

 

Mr. Steven Baker, the Director of the FTC’s Midwest Regional Officer, will provide a current update on regulatory expectations and lessons learned from the latest enforcement actions.

You're welcome to use this image on your website... please link to www.theideadesk.com. Contact chris@iqoncept.com for the non-watermarked version. A blue dart hits a bulls-eye in the target on a dart board marked Targeted Marketing illustrating a successful advertising campaign that aims to reach a niche market

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