Indo-Japan Relations on a ‘Bullet’ Ride

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September 14th, Japanese PM embarked on his two day journey to India for annual Indo-Japan summit. The visit was particularly significant, coming as it did in the background of BRICS summit and post-doklam crisis. It would be worth mentioning here that Japan was the only country which openly endorsed India’s stand in Doklam crisis. The bilateral visit achieved little concrete success except for the much hyped bullet train inauguration. Their joint statement provides us with an excellent document to review the outcome of this visit. We will also try to compare it with last year’s joint communique to get a better perspective.

Bullet trains: win-win for Japan, ‘might-be-win’ for India

Speaking on its inauguration, PM Modi thanked Japan for providing bullet trains “almost free”. Japan has pledged a soft loan of Rs. 88000 crore at 0.1% interest. While on the face of it, the rate appears to be too generous, in reality it’s too costly if seen from Japanese perspective. The BOJ offers loans at almost zero rates to combat deflation so anything above zero percent must come as a win. It gets an opportunity to advance its surplus, idle money profitably and that too without any technology transfer. This will come as a face palm moment for many news anchors who were peddling these rumors. Given India’s existing inflation differential which is predicted to remain on similar lines it’s only going to get costlier paying this debt. India’s upward growth trajectory and yen’s volatility is only going to aggravate the situation. And this is not all, add to this the costs to be incurred in ancillary projects like providing connectivity to new stations, providing parking spaces etc. and what we get is a colossal figure.

But there’s obviously a way to salvage this cost. If India is able to generate employment, if this experiment is able to kick start local innovation and manufacturing, if we are able to make the present route profitable (which seems unlikely now), then, yeah, this might turn out to be golden egg. But there’s lot of ifs and eliminating them is an uphill task.

China: the elephant in the room

There’s a lot of mention of word ‘Indo-pacific/Asia-pacific’ in both these statements. Given the inherent tensions between China and japan over sovereignty of Senkaku and Diaou islands and between India and China over border, it seemed logical for their interests to converge. From discussions on North Korea to maintaining peace in Indo-pacific region to OBOR, the joint statement has it all. But there’s a notable absence of the mention of UNCLOS (it appears only once) and South China Sea. Maybe that’s no longer a burning issue thanks to the pliant nature of ASEAN and other countries party to the conflict.

The rather long mention of North Korean crisis is surprising, since there’s very little for India to offer here. It’s a pressing issue for Japan, no questions about that, but given India’s abhorrence to military solutions and its penchant for non-interference, there’s greater possibility of it remaining neutral. It also came as a coincidence after last month when a top US Pacific commander talked about ”greater” Indian role in resolving Korean crisis. Déjà vu! 1950s.

The other thing that joint communique mentions is OBOR. The statements almost entirely mirror India’s concerns and its inclusion can be taken as a diplomatic success. Be it concerns regarding debt management or better financial management or sovereignty issues, the communique has it all. It’s rather interesting given the fact that Japan did send a high level delegation to OBOR summit held in May this year.

Other significant mentions include the two countries willingness and determination to work together in infrastructure and other developmental projects in Africa and strengthen relations with ASEAN. But it’s the talk on terrorism that has shown a marked improvement. Unlike last year’s, this year’s statement explicitly mentions JeM, LeT, AQ, ISIS and their affiliates. The call to stop “cross-border movement of terrorists” has stayed unchanged though.

The missing blocks

While the visit was high on theatrics and visuals, thanks to bullet train, it turned out to be a missed opportunity for movement on defense and energy deals. While the energy talks are apparently incumbent on how fast the two countries move on complete implementation of nuclear deal, it’s the defense deals that are in limbo. No major movement was visible in the sale of US-2 amphibian aircraft. All that the joint statements mention is the “Japan’s readiness to provide” it and “the high degree of trust between the two countries”.

Another notable absence is the reference to joint development of infrastructure in Chabahar port. While 2016 joint statement makes an explicit mention, 2017 appears to be silent on it. Looks like US sanctions on Iran are hanging heavy over Japan now.

While Japan still remains India’s largest donor and a notable FDI provider, the trade has been on a downward spiral. It has steadily declined from $14.51 billion in 2015-16 to $13.61 billion this year. The exports to Japan too have halved and trade deficit has widened. The Comprehensive Economic Partnership Agreement (CEPA) signed in 2011 was expected to boost bilateral trade in goods and services but is far from realizing its goal. Compare this with $71 billion trade (mostly one sided) between India and China and the difference between trade relations become starkly visible.

There’s a huge potential of growth as far as Indo-Japan relations are concerned. Instead of working on piecemeal initiatives like bullet train or some projects in Africa, what is required is a comprehensive approach to remove roadblocks ailing trade relations. Post Paris climate deal, there is huge opportunity in energy sector. Given our energy requirements and determination to harness clean energy, Japan’s technology could come in handy. The civil nuclear deal would be a cherry on the top. Much differences remain on two countries stand on trade related issues as is visible from their negotiations at RCEP, WTO etc. Effort should be taken to harmonize their views on sticky issues like IPRs, ISDS, tariffs etc. The defense talks too need to be taken on priority basis. The two countries need to coordinate more closely on different world issues at international fora’s. Enhancing People to people relations will open new avenues of cooperation. The bilateral visits provide us with a chance to review relations and identify bottlenecks and in case of India and Japan, despite the bromance between the head of states and inherent goodwill between citizens much remains to be done. As they say, Ye Dil Maange more.

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Source by Akhilesh Kumar

Three Key Features to Look For When Shopping For Vinyl Replacement Windows

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You’ve decided on vinyl as your material of choice for your new replacement windows. Unfortunately, not all vinyl windows are created equal. There are many components and processes that can be used to manufacture a vinyl replacement window. This guide pinpoints three specific features to look for when comparison shopping vinyl replacement windows.

The Frame
A window’s mainframe can be considered the most important part of the window design because it provides the structural integrity of the window. All homes experience constant shifting and movement during their lifetime. To combat these movements, look for windows with fully-welded frames. Windows that are mechanically fastened, or chemically glued, or not fully welded are structurally weaker and can bend or crack during temperature changes and movement.

Next, inquire about the quality of the vinyl used in the window profiles. Ask your contractor if there is a significant percentage of “regrind” or recycled vinyl in the frame. Windows utilizing a significant amount of regrind are weaker because chemicals are added to increase the recycled vinyl’s strength.

Lastly, does the vinyl replacement window have a proper drainage system? A weep system channels water away from the window and your home reducing water infiltration.

Insulating Glass Systems
Glass makes up almost 80% of a window and dictates a window’s thermal performance. Look for windows with double or triple glaze glass packages with Low-E coatings with Argon or Krypton gas fills. Low-E glass contains microscopic coatings that act like a filter. In summer, the Low-E glass allows ample visible light to pass through while blocking infrared solar energy, keeping your rooms cooler. In winter, the glass helps to keep rooms warmer by reflecting heat back into the home while letting warm, solar rays enter. The results are simple… lower energy costs! Plus, Low-E glass blocks damaging UV rays, helping to reduce fading of carpet and furnishings in your home. Insulating gases, such as Argon or Krypton, can be added to the air spaces in glass units. Both gases are denser than air and prevent the formation of convection currents, reducing heat transfer between the inside and outside of your home. This improves your home’s comfort while lowering your heating and cooling bills.

Balance System

If purchasing the market’s most popular style, double hung vinyl replacement windows, the type of balance system used is the major factor in the ease of operation of the window’s sashes. A balance system applies tension to the sash keeping it in the desired position and enables the sash to easily operate up and down. The three major types of balance systems that are available include the constant force balance, the spiral balance, and the block and tackle balance.

The constant force balance works by utilizing a rolled coil steel spring to counter balance the weight of a window sash. The amount of coils used in the constant force balance system is determined by the weight of the sash, requiring single, double or even triple coils. As the amount of coils increases, they limit the travel and egress of the window.

And just as a tape measure with dirt on the coil sticks and is difficult to get back into the case, the coil on a constant force balance will stick when dirt and debris gets on the coil. This causes difficulty in operating the window.

The spiral balance relies on tension applied to a spiral rod inside a balance tube. Tension is applied by turning the spiral rod that extends out from the bottom of the tube counter clockwise. As more revolutions are applied, more tension is applied to the spring enabling it to counter-balance the weight of the sash. As the weight of the sash increases, more turns on the balance are required resulting in increased pressure on the internal spring. This pressure can make the window sash difficult to raise and lower, weaken the balance and eventually cause balance failure resulting in top sashes dropping down and bottom sashes not staying up.

Block and Tackle Balance Systems are more advanced in their design and technology than in years past. Today, Block and Tackle Balances are considered a Weight Management System. The system works by using a series of pulleys to convert minimal stretching of a coil spring into the required amount of sash travel.

Block and Tackle Balance Systems use composite cords to connect the coil spring to the balance shoe. This composite blend is used in mountain climbing ropes and other high-tension applications. Plus, Block and Tackle Balance Systems never need lubrication or adjustments to assure they are working properly.

This Weight Management System is engineered to counter balance the exact weight of each sash. On average the block and tackle balance has a 40% lower operating force than the spiral balance.

So when comparison shopping for vinyl replacement windows, look for a window system that features fully-welded frames and sashes, high-performance insulating glass packages and a block and tackle weight management system. When these three features are combined, you can rest assured you are purchasing a window system that will provide you years of strength, comfort, energy savings and ease of operation.

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Source by Angela Palmer

Coronavirus and Getting to Know God – Psalm 46-10

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We will translate psalm 46-10 “be still and know that I am God” more comprehensively toward the end of this article. It will explain just how important this particular psalm is for humans at this unprecedented time. But, for now, by way of adding context, let us discern upon how wildlife carries out its corresponding duties for their survival, and how humans, as the superior beings, compare.

The birds, bees and the fish

Have you ever observed a flock of birds rapidly swoop upwards in to the sky and suddenly spiral downwards in an instant? Similarly, with shoals of fish, how they dart in one direction and then somersault in another direction instantly and simultaneously. Awesome, I’m sure you will agree. From the human perspective, bird flocking behavior is truly worth reflecting upon in the present coronavirus situation.

The question is: for what purpose are they performing in such synchronized fashion?

The answer is they are praying

Symmetrical formation flying — and rapid dash movement of fish — allows them communicate or connect with their source, their “god”, which — for all of the non-human species on earth — is Nature. In other words, Nature provides the birds and all land animals, including the marine life, with all they need to “know” on survival in their present environment.

Symmetrical vee formation flying by other birds, is also for the same reason: they’re in contact with their guiding source for repenising energy-fuel for their migratory journey. Such is how they receive vital intuitive guidance to feeding places along the way.

‘Flocking’ puts birds into anticipatory mode, they ‘anticipate’ — let’s call this anticipation bird faith or prayer — and then, once this intuitive change commences, is picked up within the flock consciousness – generated by Nature – then change of direction spreads instantaneously though the whole flock in a wave of dynamical intelligence. Flock flying represents group awareness, where no individual bird is in charge. It’s how they keep updated, about each other and the latest survival information.

Then we have the wonderful bees.

Regarded as a social insect, bees are workers, flying solely for a group reason which is to feed and nourish the hive. They don’t fly for the love of flying but simply to find nectar and then return it so that the hive benefits.

Because we’re all connected to the same universal life-force, when we think about it, the concept of birds, fish and insects praying makes so much spiritual-evolution sense. There are just so many ‘praying’ existences taking place simultaneously within this beautiful Eco-system of witch much is ignored or taken for granted. And have you noticed, among all the diversities of nature’s inhabitants – big and tiny — they never set out to harm or disrupt the natural environment. If only human-kind could be like that, we may well ask.

Materialism

So, what has nature-nurturing to do with the present world pandemic: Coronavirus.

Well, as we shall see, it has a lot to do with it, particularly with regards to how humans may benefit from the approach adapted by our co-inhabitants here on earth.

As mentioned earlier, flocking birds, honey bees and shoal fish, and many other species, do not operate individually while in prayer, rather everything is intended toward natural flock or group species survival

Now this article is not about nation-bashing, far from it. But consumerism globally would seem to be out of control, and it doesn’t feel right

This coronavirus treat is schooling us in a survival lesson: Nature is trying to tell us something profoundly subtle in very harsh and crude detail..On one level, amidst all the suffering, the opportunity for change arises. And while coronavirus will pass yes, it’s message of change will linger until we’ve each taken the nature-message on-board mentally.

Similarly with global warming, we’re going to have to come to terms with a new beginning, a new set of basic or home truths, a new order of material priorities, in short, a new order of consciousness.

Take material objects for instances and the present consumerism explosion. In meeting this unwarranted material product demand, technology is having to expand beyond what many consumers can healthily handle both mentally and emotionally. Not to mention the long-term effects of plastic on the environment.

The emphasis seems to be on powerful nations becoming solely interested in maintaining its own ‘patriotic’ dominance, as if the rest of the world flock doesn’t exist or doesn’t matter in the global equation. That, geographically, certain people get food-fed while others less fortunate can be ignored.

Narrowing it down

Let’s say, by way of explanation, there is this macro national dominance mind-set, and within that there is the micro self-interest only mind-set. One is feeding off the other and the cycle of national dominance alongside individual self-interest only continue unabated. Now, of course, there’s nothing wrong with furthering individual and national creativity, in fact, it’s perfectly natural for humans to be creative — this is how we’re wired. But this over-emphasis on ‘me’ mine’ ‘ours’ has reached saturation point.

Nature’s innate intelligence has picked up on this: that something is out of balance on this planet.

Reached our cycle limit

Materialism, illusion, and its associated level of consciousness, has taken humanity to its furthest point of this particular greed-conquer-illusion cycle. And while it’s through cycles of evolution that humanity progresses, at the quantum level, in human evolution terms, it’s not really about survival of the fittest, or, who can become the strongest and most powerful nation, corporation or individual, or who among us can fly the highest faith flag.

Coronavirus is reminding of what we’ve been over-looking, which is: Nature doesn’t forget – it reflects back to us exactly what we send out. Thus, Nature’s message, for our greater good, is to realign and develop a spiritual-cosmic consciousness.

In this area, the enlightened Rishis of ancient India I believe knew the true secret of reality. But somewhere along the long corridor of time this pure wisdom has been mangled and diluted into meaning something entirely different. Lost in translation, we could say.

This pandemic is reminding that our priorities are all mixed up and out of synchronization with the natural laws of Nature. These laws are real and definite and require strict adherence to. Depending on the mind-set, they will serve us either positively or negatively. Thus be careful of how our mind’s are being formed and conditioned..

We’ve become artificialized

Humanity has become over-burdened mentally and emotionally thus creating many kinds of new and unnatural strains and stressors within the human physiology.

The conditioned mind-set appears, that, simply by taking certain medications, everything will be OK. A programmed mind-set, that, once these problems are masked artificially, in a pharmacological sense, then this is fine. But it’s not fine. Because these mind-sets don’t just go away, they’ve become subconscious patterns or addiction mind-sets. Thus, proliferation of symptom-ignorance conditioning continues in perpetuity.

We’ve become almost sense-deadened — artificiality is the new king. This human numbness to reality and the natural environment has led to chronic accumulations of anger and discontent within the human psyche. It has come to the point, that, our once means of natural happiness have become blocked by commercialism and exploitation. Rather than happiness being a simple natural choice of will, much of this outlet has morphed into industries which for many can lead to addictive and compulsive patterns of behavior.

Even much of the ‘smart’ progress sadly, for many, is at the expanse of natural soul development and inter-personal activity. People are now walking and staring hypnotic-like into a fantasy world for the latest illusory world gossip.

What standard of evolution does this represent?

Ascension Consciousness

We’re each created for Ascension unto God-Consciousness. This process takes place within. Spiritual ignorance is what blocks progress in this area. We’re not designed for remaining at base camp level of ignorance indefinitely. To initiate Ascension out of spiritual ignorance, a calibration of mind is required. This being a silent integratory journey, it all begins with mental stillness.

Materially speaking, everything changes. But, conversely, at our core soul level, we’re each Changeless, immortal and eternal. We’re each the eternal Spirit.Therefore, this Ascension process leads to spiritualizing the body and awareness into knowing the Changeless Christ Standard within consciousness. Thus, attachment to the material world and self-interest only, is contrary to our true nature. This ‘contrary’ behavior clings and obscures our Immortal Christ nature.

In eastern culture, which I believe is more advance in the area of spiritual soul development, this ignorance or attachment to materialism, is known as Maya – false identification.

When we consider the lives of the great historical saints and sages of all cultures, and how they approached life, surely getting back to basics would represent major spiritual evolution for this generation too and beyond.

In progressing soul evolution, silence indeed is the loudest form of prayer, it epitomizes ‘back to mental basics..

In dealing with the coronavirus situation, every single person makes an actually difference — including teenagers and younger. Each play their part in bringing about global coherence at this time of great need. The fact is, each meditating soul affects many thousands of the non-meditating community. And if these meditations were synchronized locally, the benefits world-wide would be enormous.

Now that’s a prayer worth engaging in.

Stillness is the way

The first duty of each raindrop — on falling from the cloud — is seeking reunification with the ocean. To this end, practically, the raindrop answers only to gravity – gravity is the medium through which the raindrop reunites with its source, ocean.

For humans, stillness is the way.

Psalm 46-10 is here revealing the medium through we can each reunite consciously with Source. And how we can gain direct communion in God-nature by being inner still.

Be still and Know that I am God – Psalm 46-10 — In translation:

“Be still” is to be still mentally, surrender all inner struggle, “and know”, meaning gain direct experience of transcendental silence, “that I am”, existence, or conscious Now awareness, “God”, eternally vibrating higher-self consciousness.

It’s this dynamic of experiential vibrational silence — such as with Aum, Om. or God — which, when chanted, or recited silently, activates the subtle intelligence for experiential contact with Transcendent Supreme Being.

The important point is, God is a Verb (vibrational) and not a noun (not a static title). Therefore, the word God has a specific vibrational resonance or quality, and it’s this vibrational resonance that the psalmist is informing us to know directly within consciousness. This vibrational resonance in essence is experiential alive Unconditional love, which state reflects Christ-consciousness

From the mire of spiritual ignorance, vibrational ‘I’ becomes the Risen soul which knows — experiences — transcendentally, divinely, immortally.

Lying beyond the relative world of phenomenal existence, transcendental silence brings about unison of soul with eternal Transcendent.God.

All that remains now is for this meditational stillness to be expressed through the body-physiology, particularly through the heart chakra. This is necessary in order to root our expression as automatic behavior in the nervous system.

Finally, in fulfilling this scripture within consciousness — and in conjunction with World Health Organization guidlines — not only are we raising the standard of our own spiritual life dramatically but, through the increase of antibodies or white blood cells into our immune system, we’re also combating the spread-treat of coronavirus immensely at personal and global level. Blessings.

https://www.amazon.com/s?k=the+absolute+secret+by+raymond+phelan&crid=3S2TUCTPG96JY&sprefix=the+absolute+secret+b+yra%2Caps%2C-1&ref=nb_sb_ss_i_1_18

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Source by Raymond Patrick Phelan

Music Licensing Companies

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The music industry revenue has encountered steadier growth for the past decade and the experts projected it will stay in that course for the foreseeable future. The numbers may spike up with the growing popularity of streaming among the younger generation. As the physical sales wane in the turn of 2010, other means of sales had emerged and millions of independent musicians turned to licensing their music in hopes to monetize their work. The internet paved the way for more business opportunities and almost all of them require music content. There are more music revenues to be collected compared a decade ago as we have more TV show, ads, commercials, campaigns, video games, movies, films, establishments and companies today. Every single industry needs music content to operate in order to appeal to the public. It is part of their marketing plan and these industries require the services of music licensing companies to facilitate such needs.

As a matter of fact, the US music industry revenue for 2015 rose 0.9% to haul in $7 billion dollars. The RIAA also announced that streaming has overtaken the digital and physical sales of music for the first time, rising from 27% in 2014 to 34% in 2015. The streaming sales went up by a mere 29% in 2015. Digital sales fell from $2.58 billion in 2014 to $2.33 billion in 2015, a 9.6% decline. With the rise of streaming, the physical sales suffered the most downward spiral as it only accumulated $1.9 billion sales, 10% of sales in the US. This was not the case 10 years ago as physical sales dominated the music industry.

The big chunk of those comes from performing rights organizations and music licensing companies. These companies license the music of their members and distribute it to different industries across the country. There are three performing rights organizations for musicians across the US and they are ASCAP, SESAC and BMI.

The American Society of Composers, Authors and Publishers (ASCAP) is a not-for-profit performance rights organization which protects its members’ musical copyrights by monitoring the public performances of their music. This organization was launched in 1914, making it the oldest among the three. They compensate their members basing on the live and public performances of their music of other sectors.

As of 2015, ASCAP has licensed over 500,000 songwriters, composers and music publishers. In the year 2014, it has collected over $941 million dollars in licensing fees and distributed $828.7 million in royalties to its members. ASCAP is charging $50 fee as a writer and $50 fee as a publisher to become a member. In order to collect your publisher’s share of royalties as an ASCAP member, you need to have an ASCAP publishing company.

Broadcaster Music, Inc. (BMI) is a performing rights organization in the US. This organization was established in 1939. It collects license fees on behalf of its members and distributes them as royalties to songwriters, composers and music publishers whenever their work is used in live or public performances. In 2015, BMI has collected has more than $1.013 billion dollars in licensing fees and distributed over $877 million dollars in royalties to its members. BMI is representing 8.5 million musical works created and owned by more than 650,000 members. In order to be a member, BMI has a $150 fee for publishers. However, they won’t collect any fee for songwriters. You do not need a publishing company to collect your publisher’s share of royalties at BMI.

Society of European Stage Authors and Composers, commonly known today as SESAC, is also a performing rights organization in the US. SESAC was first operated in 1930, the second oldest among the three. Unlike ASCAP and BMI, SESAC members must be approved or recruited to join their organization. It does not have an open membership. They represent over 400,000 songs on behalf of its 30,000 affiliated writers. SESAC also retains an undisclosed amount of performance royalty income from its members.

These organizations collect royalty fees to industries that are using the work of their members. They distribute the royalties collected back to their members. A royalty fee is the payment collected by one party from another for the ongoing use of a copyrighted asset. For example, if a song of their member is played in TV shows, movies or ads, they will collect the royalty and distribute it back to their member who is the copyright owners of music used. There are also different kinds of music royalties which you need to remember.

Mechanical Royalty – Mechanical royalty are royalties paid to a songwriter whenever a copy of one of their songs is made. This royalty is paid by record labels or to those who are in charge of releasing the albums of the songwriters.

Performance Rights Royalty – Performance rights royalty is a royalty paid to a songwriter on a live performance of a song. Aside from a song used in live performances such as city events, parades, etc., a live performance can also be a public playing of a recorded song such as radio play, TV commercials, advertisements and more. Blanket license is also used to hand out a large amount of music for an agreed period of time. This usually occurs in cases where individual song licenses would be difficult to manage. Blanket licenses are used by performance rights societies to give license applicants access to the entire album or songs of their members.

The usual split between musicians and these companies are 50/50 while others are 60/40. The percentage of the split is normally negotiable to benefit both parties involved.

There are also other means of compensation from the usage of music content. These are called sync fees. A Sync fee is a license granted by a holder of a copyrighted music to allow a licensee to synchronize music with visual media. Visual media are composed of TV shows, films, movies, ads, commercials, websites, video games, etc.

Sync fees are usually paid upfront and negotiated thouroughly basing on the usage of asset. For example, if a car company need music content for an upcoming commercial, they will actively look out for songs that could possibly fit with what they are trying to accomplish. The need is immediate and the compensation is also upfront. Sync fees can range from a few dollars up to thousands, depending on the content. Some packages are one time fees and others are base on airtimes or usage.

There are other parties involve in collecting royalties such as music publishing companies. Music publishing companies are in charge of making deals with songwriters and composers. They promote the songs of their songwriters and composers to musicians and to anyone else who may need music content such as films, TV commercials, etc. They also issue licenses for the use of the songs they represent and collect licensing fees.

A lot of music publishers are hands on regarding about the distribution of work which are made by songwriters and musicians. Music publishers possess a wide experience about what to do and they will have a great list of contacts in order to promote songs to the maximum number of potential licensees and negotiate the payment and usage of each asset.

Most have internal connections or are subscribed to specific industries and other services that give them early tips or indications if someone is looking for music content for any particular project. They are also aware of industry resurgence and influx of new or old industries that needs music content. Music publishers are always on the lookout for new sources of income in this technology driven world.

If you are a songwriter or an independent musician, you should get your music licensed. Not only it is important, it also saves you time to solely focus on your passion and let the others handle all the complex stuff in music licensing. Some of the music licensing companies also act as an advisor and critic, thus learning more stuff could really enhance your chances of hitting it big locally or nationally.

Now is a great time monetize and share your work to others so you can’t let this opportunity pass. The music industry is constantly evolving and reaching new heights of in terms of revenue. You should evolve with them by making quality music and widening your craft at the same time.

You can have more information about music licensing companies together with my personal top 50 music licensing companies across the US by watching my free video training course at http://silverscreenmusician.com. See you there!

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Source by Kenneth Pantig

Marketing in a Recession

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What many experts have known for months, if not the past year, is that our country is officially in a recession. In fact, the National Bureau of Economic Research announced in December that we have actually been in a recession since December 2007. Many business owners probably knew this long before the Bureau’s announcement, feeling the effects of customers’ budget cuts, a higher level of anxiety within the industry, and simply an overall gloom and doom mood, no thanks to the media’s contribution as well. But what exactly is a recession and how will it affect your overall business strategy, and more specifically, your marketing plans for the next six to 12 months?

The Bureau defines an economic recession as “a significant decline in the economic activity spread across the economy, lasting more than a few months, normally visible in real GDP [gross domestic product] growth, real personal income, employment (non-farm payrolls), industrial production, and wholesale retail sales.” With the Big Three automakers looking for government intervention and Wall Street receiving its own government bailout, most of us don’t need a textbook definition. We’re living in a recession on a daily basis.

When Wall Street began to spiral out of control in the summer of 2008, the natural instinct of most people was to pull out of their investments- simply out of sheer panic or the scariness of the unknown. It’s a knee-jerk reaction however the response simply compounds the problem – which is exactly what you will do to your own business if you panic and pull back on your marketing efforts during these tough economic times. Let’s look at some things to consider as you re-adjust your marketing plans for the short term.

1. Avoid being reactive, which will cost you money. It’s a natural response to want to pull back on anything and everything that you don’t deem a necessity during a recession, but doing so will literally take you and your business off of the map, and possibly close to extinction. It is critical for you to portray an image to your customers that you are remaining calm and keeping a clear head during these times. Remember, your customers will look to you for support and advice in order to keep their business afloat. You want to be a resource for them, as you’ve always been, not someone who’s jumping ship and reducing all of your marketing and promotion to save a few bucks. Cutting back and reacting to every bit of news that comes your way regarding the recession will only reinforce the panic that may exist with your customers. Stay the course and think before making any decisions.

2. Communicate with your customers to let them know you’re a stable VAR that will outlast the crunch. This tactic is really a follow-up to number one. Through constant, clear communication, you need to show and tell your customers what you are doing in order to avoid conjecture as to your stability. Demonstrate why you are the VAR that will outlast the competition. What makes you unique? If you start slashing your marketing budget, you will have no point of difference to share with your customers as to why you do things differently and why they should trust you during these uncertain times. Creative communication can also position you as a resourceful VAR. For example, one of the areas most typically cut during tough financial times is the travel budget. Let your customers know you have solutions that will offset their need to travel less. Create webinars and teleclasses that allow you to communicate valuable information to your customers, positioning yourself as a leader in the industry. This small marketing expense for you will win accolades with your customers. It’s simple to do and gives you an outlet to keep the lines of communication open.

3. Whatever you do, don’t slash prices! Again, this is one of those knee-jerk reactions that becomes an epidemic and a very bad cycle to get in to. It’s natural to want to cut your prices to encourage your customers to buy from you and not your lower-priced competitors, but doing so simply exposes your desperation and also permanently lowers your street prices, ultimately devaluing your brand. Instead, look for value-added extras, so that you don’t have to cut your prices but your customers believe they’re getting more for the price. Leverage your affiliates and partners. See how you can work together to create promotions and deals that give show your customers that they’re getting more for the same price they’ve always paid.

Marketing during a recession actually calls for you to dig deep into your business and commit to the fact that you are not going to cut back on programs and promotions – and will not cut pricing. Now is the time to focus on your brand and what that brand says to your customers. What are your core products and points of difference that make you shine? Communicate these aspects to your customers and let them know that even during a time of constant flux, you are stable with your products and ideas. Steer clear of price cuts, and don’t cut quality just to save a few dollars. If your reputation was built on good, quality products and services, compromise will only devalue your brand, creating a costly rebuilding effort later. There is an end to this recession and you want to come out shining on the other side.

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Source by Michelle Kabele

Becoming Financially Self Reliant

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Home business is becoming an idea more and more people are talking about. And, as the economy continues to be a concern, the idea of starting a home business will be more common. Face it. You just can’t depend on a job in these unpredictable times. It is just plain smart to begin to be more self-reliant in a financial sense.

The textbook definition of a home run business is a small enterprise run from your home or home office. The oldest and most successful versions of home run businesses were small stores run by families. Oftentimes, the store was in the lower area and the family lived above the store.

But that is no longer the case. Now, with the advent of technology, a home business looks much different. High speed internet, cellphones, fax machines are just a few of the tools that are used by modern day home business people.

There are literally hundreds of ways to make a living from home if you just research. The internet opens up all types of possibilities. There is everything from affiliate marketing to filling out surveys. An individual with the right credentials can teach online classes through one of the many accredited online schools. Another person can market someone else’s products for profit.

There are also opportunities for medical transcriptionists who work from home and send the information back and forth over the internet. Others open up answering services out of their home. Really, the possibilities are mind boggling.

Even with all the opportunities, there are also drawbacks. For one thing, with most of these opportunities, there is no guaranteed monthly income like you have with a job. Typically, you’re all on your own with these. That means there are no benefits such as health insurance, retirement, and vacation.

Another drawback is that you have to be careful about less than honest people who make promises that just aren’t true. You really have to research an opportunity before you give them your hard earned money. Unfortunately, many of the work at home ads are less than accurate. Don’t be discouraged, though, because there still are legitimate ways to make a living from home.

The idea of working from home may have drawbacks, but there are also many positive aspects that need to be considered. One is that you can work out of the comfort of your home. No jumping up at dawn, throwing a lunch together, putting on uncomfortable clothes, and driving off to spend eight hours in an environment you dislike.

That’s huge when you think about it. You have more control over your time when you work from home.

As the economy continues the downward spiral, there is no doubt that more people will get serious about having a home business. Some may see it as a way to generate a second income to supplement their job. Others may see having a home business as a way to guarantee financial stability in an uncertain world.

Whatever the reason, the number of people in home business is going to keep growing.

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Source by Debbie L Moore

A Western View of Chi

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Models for training, practice and life

Many intellectual and emotional models all congruent with each other integrated in a body trained in their principles, which demonstrates the sum of those models and physical practice. Physically the ability to propagate waves through the body emanating from the centre by integrated segmental motion. This result could be considered an all-embracing model/demonstration and given a label – a model of models, a meta-model – is this description a Western version of chi?

The chi model is perhaps the external black box view – whereas all the other psychological, mechanical, biological etc. are internal. An ultimate paradox that the eastern model of the internal art is actually an external view.

Meridians

With any large and complex multi-technology system or network, e.g. electro, optical, mechanical, if one puts in a sufficiently large and broadband probe, then a readout will be achieved that represents the sum of the systems at that point and may well enable a link through the network to another probe or to specific parts of the system. It is likely that there will be patterns of such places in the network which appear linked, even though no one specific system goes directly along these pathways.

So chi may be regarded as the sum of all the systems – and in movement then chi = fluidity, grounding, centeredness, suppleness, resilience, etc. If one part of the body is less integrated then power cannot be fully transmitted through it – causing a “block”.

Thus chi = breath = life = sum of all we are, and has varying facets depending on the perspective we use – e.g. physical, emotional, medical.

Thus tai chi – ultimate breath = the way of achieving maximum potential.

Tai Chi Chuan – ultimate boxing – the way of utilising our developed abilities in a fight in the best way.

The paradox is that we have to find the internal via the external.

Inner feeling is the measure we use to judge our body state but we need external help – by demonstration or manipulation to find it – or luck in identifying it and connecting the “right” feeling with powerful actions.

Our teacher can show us postures, movements, exercises with a view to our experiencing “that” feeling. The feeling itself cannot be transmitted directly so we have to go from inside our body to outside, then hope that the feeling experienced in the second body is close to that which the teacher is trying to explain. Since the feeling seems to be different for everyone and different at different stages, this becomes a recurring circle – in effect a spiral of learning. When we have identified the feeling we are looking for, then we can seek it in every movement and work with it to develop ourselves.

Change of state

What we are engaged in is creating a change of state within ourselves – i.e. changing the way our mind/body subconsciously behaves and responds to external and internal stimuli – we seek to change the way we are in the world and thus the way the world finds us in order to improve outcomes. It seems to be the change of state that is important for health, relaxation, long life, balance, speed, power etc. so that whether for health or martial arts we must first change ourselves most profoundly. Only when we have done this can we decide which aspect to focus on, with light training for health and ultimately more strenuous training to build greater strength for martial arts. Interestingly it is not a case of a once and for all change since once the direction has been changed then continuous developmental change seems to be possible almost to the very day we die.

These aspects are particularly difficult to understand from another dis-similar state, since we have great difficulty conceiving of any other way of being than that which we are used to. Especially since the training is often counter-intuitive and contrary to much mainstream thinking. The process is consequently often slow and one of gradually revealing possibilities.

By physical change of state I mean affecting the way the body actions are organised, the sequencing of muscle usage, the structural use of tendons and mechanical alignment, the sensitivity of the nervous system and the way it reacts to stimuli, the way we integrate the neuromuscular systems and the other less obvious sub-conscious internal activities. By mental change of state I mean developing a congruence of thought with external reality and our physical experience of the world, developing intellectual and emotional models on the basis of understood principles likely to lead to more positive outcomes – principles which are common across the mental/physical planes. Ultimately leading to a full integration of one’s being and realisation of self and of personal potential.

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Source by Ian Deavin

The Boeing 747-400

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747-400 Foundation:

Powerplants were the key to commercial aircraft capability, measured by payload, range, and performance, and all were incorporated in the 747-200B when the 63,000 thrust-pound Pratt and Whitney JT9D-7Q became available. First ordered by Northwest Orient, but quickly followed by Braniff, Japan Air Lines, Singapore Airlines, and Avianca, the version, introducing lighter nacelles, offered a two- to three-percent reduction in fuel consumption. Powered by the similarly-rated General Electric CF6-50E and Rolls Royce RB.211-524D turbofans, the aircraft was able to boast a new maximum takeoff weight of 833,000 pounds.

While an increased capacity variant had been considered during the 747 program’s earliest days, these higher-thrust engines paved the way for serious reconsideration now without the former need to sacrifice cargo loads or range for it.

Toward that end, studies completed in 1976 focused on a 23-foot fuselage stretch, attained by means of seven-frame forward and eight-frame aft insertions, along with a 27-foot upper deck increase, for a new mixed class passenger capacity of 570, as opposed to the previous 440. Yet depressed passenger demand during the late-1970s precluded the viability of this admittedly ambitious project and airline customer consensus pointed to a more modest stretch.

This took form as the 747SUD, or “stretched upper deck,” in the spring of 1980. Lengthened by some 23 feet, it incorporated 18 additional windows and two full-size, upward-opening doors with 45-foot-long evacuation slides. Although it carried an 8,000-pound, or two-percent, structural weight increase, the otherwise simplified modification increased its six-abreast accommodation from 32 to 69, reached by a new, straight, internal staircase that replaced the type’s signature spiral one.

Designated 747-300, it was offered as both a new-build version or a conversion of existing 747-200Bs, both of which factored into launch customer Swissair’s June 1980 order for four of the former and one of the latter. Powered by four 64,750 thrust-pound JT9D-7R4G2 engines, it first flew two years later, on October 5, and was type certified a year after that on March 4 at an 833,000-pound gross weight.

While the minimal change version offered a modest capacity increase, it introduced neither increased range nor any type of design enhancement.

747-400 Design and Development:

Several factors caused serious reconsideration of a more ambitious derivative of the 747 in the mid-1980s.

Sales, first and foremost, had been declining. The monthly production rate of seven airframes in 1979 had been reduced to a trickle of only one. Without revitalization, the program was likely to be terminated.

Currency and advancement, secondly, had not been maintained, a strategy that had kept the 727 and 737 programs alive with advanced versions, and the later, particularly, had spawned the Next Generation 737-300, -400, and -500 series.

Competition, thirdly, although not always on an even-keel basis, had begun to appear with step-change technology, as occurred with the DC-10-30 and -40, whose succeeding MD-11 introduced quieter, more fuel efficient engines and two-person digital cockpits. Airbus itself was about to unveil its own twin- and quad-engine A330 and A340 designs. The 747 appeared particularly outdated with its three-man, analogue cockpit, especially when measured against Boeing’s own new-technology narrow and widebody 757 and 767 offerings.

Finally, growth had shifted from the Atlantic to the Pacific, with unprecedented numbers of passengers and amounts of cargo being transported to China, Japan, and Korea.

What was needed was a modernized version of the venerable 747 with significant range to eliminate the intermediate stops in Alaska and Hawaii, yet not sacrifice payload. The remedy was initially envisioned as a version of the 747-300 with either Pratt and Whitney PW4000 or General Electric CF6-80C turbofans, an increased wingspan, and its resultantly greater wing integral fuel tank capacity.

Yet, most of the major, early 747 operators sought far more than these basic power and dimensional increases packaged in the proposed 747-300A, prompting Boeing to embark upon an extensive reassessment project so that the new version would be commensurate with late-20th century technology.

Devising, in fact, a five-point list to generate next-generation sales, it sought to incorporate state-of-the-art technology, considerably enhance the passenger cabin, increase the range by 1,000 miles, reduce fuel consumption by up to 37-percent over that of the original 747-100, and reduce operating costs by ten percent.

Designated 747-400 and announced in May of 1985, it was a significantly improved aircraft.

Although it retained the 231.10-foot overall length of all the previous standard versions and featured the stretched upper deck of the -300, it introduced a considerably modified wing. Built up of the 2000 copper and 7000 zinc series of aluminum alloys developed for the 757 and 767, which formed the torsion box’s upper and lower skins, and incorporating graphite composites, it featured both a six-foot span increase and six-foot winglets that were outwardly canted by 29 degrees and had a 60-degree sweepback. Eliminating the need for a greater span increase, these area-rule designed devices harnessed the vortex created by the upper and lower pressure differential remix at the tip, increasing area and lift, reducing drag, and retaining gate compatibility dimensions a greater stretch would not have achieved.

“Winglets,” according to Boeing, “are a new stabilization feature to compensate for wing and body structural changes.” They facilitated the transport of 40 more passengers 2,500 miles further.

While the ailerons, spoilers, and dual-section, triple slotted trailing edge flaps remained the same as those incorporated on previous 747 versions, an additional variable camber leading edge flap was installed, resulting in three inboard Krueger devices from the root to the inboard engines, five mid-wing ones between the powerplants, and the new total of six between the outboard one and the tip.

The construction materials increased the wing’s strength by between five and 13 percent, yet reduced aircraft weight by up to 5,500 pounds. Compared to the 195.8-foot span of the previous versions, the 747-400 had a 211.5 unfueled one or 213.0 one with full tanks, which caused a downward bend of the airfoil. Aspect ratio was 7.7 and area was 5,825 square feet.

Another 747-400 improvement was its powerplant. Because engine manufacturers had made significant progress in the design and development of advanced turbofans, particularly for long-range, widebody twins which were predicated upon increased reliability and thrust and decreased fuel consumption and noise, the latest 747 version was 40-percent quieter than its -300 series predecessor. As had occurred with the 747-200B, it was offered with poweprlants made by all three engine manufacturers.

The 56,750 thrust-pound Pratt and Whitney PW4056, for example, specified by launch customer Northwest Orient, featured single crystal turbine blades, full authority digital engine control (FADEC), a ten-percent high pressure compressor ratio increase, and a 27-percent greater high pressure rotor speed. It consumed seven percent less fuel than the earlier JT9D upon which it was based.

The 58,000 thrust-pound General Electric CF6-80C2B1F, first specified by KLM Royal Dutch Airlines, offered a four-stage low pressure compressor matched to the fan, a core airflow that increased from 276 to 340 pounds per second, and an overall pressure ratio of 30.4 to 1 produced by the 14-stage high pressure compressor. Like the PW4056, it was FADEC-equipped.

The Rolls Royce RB.211-524, featuring three-shaft, wide-chord blades, was offered in two versions: the 58,000 thrust-pound -524G and the 60,000 thrust-pound 524H. It was first ordered by Cathay Pacific.

All engines, regardless of type, were attached to redesigned, streamlined pylons.

The Pratt and Whitney Canada PW901A auxiliary power unit (APU), replacing the long-standard Allied Signal one for the first time, consumed 40 percent less fuel. It could maintain a 75-degree Fahrenheit cabin temperature while the aircraft was on the ground with a 100-degree external one.

Fuel, whose capacity varied between 53,985 and 57,285 US gallons for Pratt and Whitney and Rolls Royce engine-powered aircraft, and between 53,711 and 57,011 US gallons for General Electric powered ones, was stored in the fuselage center section and two main tanks per wing, along with reserve and vent surge tanks. Although minor modifications had been made to their plumbing and sensors, the 747-400’s major design feature was a 3,300-US gallon auxiliary tank in the 72-foot, 2.5-inch spanned horizontal tailplane, providing a 350 nautical mile increase. It was not, however, used for in-flight center-of-gravity variation.

Increased rudder authority, amending maximum deflection from a former 25- to a present 30-degrees, facilitated a ten-knot ground speed reduction in which it could maintain the effectiveness.

While the 747-400 retained the same five-truck, 18-wheel configuration of the earlier versions, it replaced the former steel brakes with carbon ones, which offered a 1,800-pound weight reduction, were rated for twice the number of landings, and cooled faster, increasing aircraft turn-around times. Larger tires necessitated a wheel diameter increase from 20 to 22 inches. Ai digital antiskid system was introduced.

Ice and rain protection encompassed total air temperature probes; window wipers, washers, and rain repellent; window heat; pitot-static probes on both sides; angle-of-attack sensors, again on both sides; wing anti-ice; and engine inlet cowl anti-ice.

Aircraft servicing points were many. Those on the fuselage included vacuum cleaning, oxygen, electrical, potable water, hydraulic, oil, air start, and air conditioning. Those on the wing encompassed the fuel vent, the gravity fuel port, the fuel itself, and the fuel control panel on the left wing underside.

Significant enhancements were made to the interior.

The cockpit, first and foremost, was transformed from a three- to a two-person one, with the fight engineer’s functions having been incorporated in an overhead panel and these were now automatically monitored.

Employing digital systems designed for the 757 and 767, it featured six eight-by-eight inch cathode ray tube (CRT) displays, consisting of the primary fight display (PFD) and the navigation display (ND) placed side-by-side in front of the captain and duplicated for the first officer, and two center engine indication and crew alerting system (EICAS) screens.

The pedestal between the two pilots contained the control display units (CDU’s), the fuel control switches, the parking brake lever, the radio communication panels, the audio control panels, the aileron and rudder control panel, the stabilizer trim indicator, the weather radar control panel, the transponder control panel, the autobrake selector panel, and the public address-interphone handset.

An extensive data base, subdivided into performance and navigation categories, replaced the performance manuals and navigation charts, and facilitated the rapid, extremely accurate calculations of any desired parameter in conjunction with the flight management computer (FMC).

Information was both enterable and retrievable by means of the control display unit keypads.

During cockpit setup, the lower of the two engine indicator and crew alerting system screens displayed the secondary engine data-that is, the N2 and N3 shaft speeds, vibration, fuel flow, and oil temperature, pressure, and quantity-while the upper continuously displayed the primary engine data, such as engine pressure ratio, the N1 fan speed, and the exhaust gas temperature (EGT). Yet enough screen space remained for additional aircraft status indications, including flap and undercarriage positions.

Compared to the 971 lights, gauges, and switches of the first generation 747’s analog cockpit, the current -400’s digital one featured only a third, or 365. The aircraft was certified for Category IIIB landings.

Boeing listed its fight deck avionics baseline capabilities as follows.

“8 x 8 integrated displays: air data, primary flight and navigation instruments; engine, subsystems, caution and warning alerts; systems status and synoptic (heads-down monitoring).

“Multipurpose control display unit (MCDU): primary interfaces – FMCS, standby nav (IRS), standby nav radio tuning; secondary interface – accesses CMCS, ACARS, AIDS, weight and balance.

“Advanced FMC software package: thrust management – autothrottle/thrust limit; altitude/speed flight profile intervention via AFDS MCP; Nav radio tuning – automatic and remote; worldwide nav data base capability; software improvements.

“Central maintenance computer system (CMCS): standardized subsystem bite with English language readout; interactive control of system LRU bite via MCDU; interfaces flight deck//avionic and associated airplane systems.

“Improved dispatch reliability: redundant control of mode functions for EFIS/EICAS/AFDS MCP; display function switching and triple EIFS/EICAS interface units.

“Digital audio control and radio communication systems.”

Aside from two observer seats, a windowless crew rest compartment, featuring one or two full-length bunks, reading lights, and fresh air vents, enabled extra pilots to attain legal rest periods on fights that could span up to 18 hours. A comparable, although much larger, cabin crew rest area, installed in the formerly unutilized rear roof from the last row of passenger seats to the rear pressure bulkhead and replacing the 747-300’s “Portakabin” one that had taken the place of up to 20 revenue-generating passenger ones, was accessible by a locked door, three-step, and vertical ladder entryway. Incorporating additional insulation and ceiling lighting to simulate day and night cycles, it was configured with varying numbers of bunks and sleeper seats.

The redesigned interior, which introduced an advanced widebody look, featured recontoured ceilings and sidewalls; concealed lighting; self-supporting ceiling panels; larger overhead side and center storage compartments; outboard, seat track lockable modular galleys; modular, vacuum flushable toilets, whose waste was stored in four rear tanks; and a digital in-flight entertainment system with seat-back monitors; and five main deck air conditioning zones with higher ventilation.

Inter-deck access, as had been provided on the 747-300, was via a straight stairway.

Class division, density, capacity, color, fabric, and decoration varied according to customer specification. A 416 tri-class configuration, for instance, entailed 23 first class seats at a 61-inch pitch, 80 business class ones at a 39-inch pitch, and 313 coach class ones at a 32-inch pitch. A dual-class cabin accommodating 497 entailed 42 first class and 455 coach seats. Five hundred twenty-four could be subdivided into 42 business class seats at a 42-inch pitch and 406 coach ones at a 32-inch pitch, with another 76 on the stretched upper deck, provisioned with its own galleys and lavatories.

Maximum main deck abreast seating in the four cabins behind the nose was ten, with two aisles, and six on the upper deck with a single aisle. Maximum, exit-limited passenger capacity was 624.

The 747-400’s lower deck hold volume of 6,035 cubic feet was subdivided into 5,190 cubic feet of unit loading device (ULD) space and 845 of bulk or loose-load space, facilitating the loading of 16 forward and 14 aft LD-3 containers or five forward and four aft 96-by-125-inch pallets.

As powered by the CF6-80C2 engine, it had a 390,700-pound operating weight, 144,300-pound payload capability, 535,000-pound zero-fuel weight, 384,824-pound fuel weight, a maximum takeoff weight that varied from 800,000 to 870,000 pounds, and a maximum landing weight that varied from 574,000 to 630,000 pounds. Range, at a long-range cruise speed with 412 passengers and reserves, was 7,300 nautical miles.

Construction of the first 747-400, registered N401PW, began in mid-1986 in Everett, by which time 49 aircraft had been ordered by Singapore, KLM, Lufthansa, Cathay Pacific, and British Airways. Northwest’s launch order, for ten, called for aircraft configured for 420 passengers. Major assembly occurred a little over a year later, in September, and the first roll-out, on January 26, 1988, entailed a dual-ceremony, dual-location event, since it marked the occasion of the first 737-400 rollout in Renton. Another 58 aircraft, by United and Air France, had been intermittently ordered.

The expected system glitches, along with the unexpected part and powerplant delivery delays, postponed the first flight of the PW4056-powered aircraft from March to April 29, 1988, followed by first General Electric and Rolls Royce examples in, respectively, June and August. The GE airframe set a new world gross weight record, leaving the runway at 892,450 pounds.

Certification, following a four-aircraft flight test program, was achieved on January 9, 1989. Delivered to Northwest 17 days later and entering domestic service between Phoenix and Minneapolis on February 9 for crew familiarization purposes, the first 747-400, powered by PW4056 turbofans, was placed in the Pacific-spanning skies it was intended for, from New York to Tokyo, on June 1.

Other first deliveries included those to KLM and Lufthansa, on, respectively, May 18 and May 23 with General Electric engines, and to Cathay Pacific on June 8 with Rolls Royce powerplants. On the August 17 delivery flight to Qantas, the type set a world distance record from London to Sydney, covering the 9,688 miles in 20 hours, eight minutes.

By May 25, 1990, the 747-400 had attracted 279 firm orders.

747-400 Versions:

As had occurred with the basic 747, and particularly with its -200B series, Boeing offered several variants of the 747-400.

The first of these was the 747-400 Combi Featuring mixtures of main deck passenger and cargo loads, the latter in two aft zones, it incorporated a 120- by 130-inch aft, port, upward-opening door, strengthened floor, and freight loading system, facilitating several load combinations, including 268 passengers and seven pallets, 290 passengers and dix pallets, or up to 13 pallets. The type was first delivered to KLM on September 1, 1989.

Another variant was the 747-400D for “domestic.” Considered an advanced counterpart to the earlier 747SR for short, high-density Japanese sectors, it omitted the six-foot wing extensions and winglets, was powered by lower thrust engines, and offered a 600,000-pound maximum takeoff weight, although it was certifiable up to 870,000 pounds.

The first 747-400D, which was the 844th 747 airframe of all versions, first flew in March of 1991 and was delivered to Japan Air Lines in October. All-Nippon Airlines, another operator, configured the aircraft for 27 business and 542 economy class passengers.

The 747-400F, yet another version, replaced the 747-200F, whose production was discontinued after Air France placed a launch order for five on September 13, 1989. Devoid of passenger windows and facilities, and employing the standard-length upper deck of the 747-100, -200, and -SP, it featured both upward-opening nose and side cargo doors, a flight deck-reaching foldable ladder, and a two-person crew rest area. It could carry 26 more tons of cargo 1,200 miles further than its earlier -200F counterpart.

Volume totaled 27,467 cubic feet, including 21,347 on the main deck, 5,600 in the lower deck holds, and 520 in the bulk. Two ten-foot high pallets could also be accommodated on the upper deck.

The first 747-400F, the 968th 747 built, was first rolled out on February 25, 1993, and first took to the skies three months later, on May 4. The type’s maximum gross weight was 875,000 pounds. Because Air France had since canceled its order, Cargolux inaugurated the type into service instead.

The last version was the 747-400ER, intended, as its designation indicates, for “extended range” operations. Initially offered to Qantas as the 747-400IGW “increased gross weight,” it featured one or two 3,064-US gallon auxiliary tanks installed in the hold, increasing fuel capacity to 63,403 gallons and range to 7,500 nautical miles with one tank and 7,700 miles with two.

Powered by 63,300 thrust-pound PW4062 engines, the -400ER had a 535,000-pound zero-fuel weight, a 910,000-pound maximum takeoff weight, and a 652,000-pound landing weight. Design range with 416 passengers was 7,585 miles.

On September 10, 1993, the 1,000th 747, a -400 series for Singapore Airlines, was rolled out, making it the fifth Boeing type to achieve this production milestone after the 707, 727, 737, and (originally McDonnell-Douglas) MD-80. By January 1, 2002, 41 operators had ordered 630 747-400s of all versions. Production ultimately totaled 694.

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Source by Robert Waldvogel

NATMO Asia – Transforming the Landscape With Modern Asian Design

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Just when you’ve finally saved up enough to build your own home, looking for the best person to design and build it, while staying within your budget, is a tricky one. Enter NATMO Asia, an architectural firm that has been in the design and construction business for 20 years now. Architect Neil T. Monzones, a graduate of Mapua Institute of Technology’s College of Architecture and currently serving as Vice President for the United Architects of the Philippines, has been consistently designing and building structures that are well-planned and fit any budget requirement.

Arch. Monzones’ own home in Batangas is proof of how the contemporary 3-storey structure suits the trapezoidal shape of its lot. The house rises at an interesting angle, easily making it an outstanding feature in the community. With his signature round “holes” on the exterior and extensive use of glass both in and out of the house, the Monzones home never looks dated. One of the exciting features inside is a bridge that overlooks the living area and connects the bedrooms on the second level, as well as a loft perched on the third level of the house. A guest bedroom, currently being used as a multiple-purpose room, is built above the office space and separate from the main house, ensuring privacy for both homeowners and guests. The circular wall of one bedroom with its generous use of glass plates adds a thoroughly modern touch to the front part of the house.

Arch. Monzones’ genius came to full play with the renovation of a very small house in Sta. Rosa, Laguna. Originally a bungalow with two bedrooms of Lilliputian proportions, it is now a marvel of architectural creativity. Transformed into a spacious home good for a family of four, a roomy bedroom was created in the loft area with its own toilet and bath. A glass-encased balcony off the spiral staircase allows stargazing and enough space for a garden. The whole lower part of the house was extended but doesn’t go right smack to the maximum allowable space, a common mistake of builders who expand right up to the edge of the property and give a tight feeling on the exterior views. With this extension, kitchen and laundry areas are relocated at the back to give ample room for the living and dining spaces. Restraint and ingenuity, as well as a clever mix of materials, give this house just the right combination of efficient floor plan and style savvy. Now, this modern Asian house is the very model of what happens when you build a beautiful home (with a carport and pocket gardens on 3 sides to boot!) without breaking the bank.

Read more of NATMO at activephilippines.com

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Source by Rose Reyes

Measuring Training Programs: Cost Vs Benefit

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For decades companies have been struggling with the real costs,

benefits and return-on-investment of training costs. With

increasing online learning opportunities, organizations are finding their focus shifting from providing costly onsite training programs to the use of new tools and technology now available. Companies need to understand and apply the business analytics in order to fully appreciate the effectiveness and impact that e-learning and training offers.

Companies invest large amounts of money, resources and time in

training. According to a 2002 ASTD State of the Industry Report

where over 375 major corporations were surveyed, companies spent

between one (1) and three (3) percent of their total payroll on

training. This translated to a per-person basis of more than

US $700 per employee per year. In cutting-edge companies that

significantly increases to US $1400 or more per person per year.

If training expenses are viewed as a percentage of the company’s

profits, then the training budget could represent as much as

5 – 20% of the total profit margin. With increasing costs

associated with travel and lodging, as well as increasing costs

and expenses to register and attend meetings or to develop in-house training programs, training budget costs are undboutedly going to increase, which only underscores the need to justify its cost.

In order to effectively measure training programs, companies

are faced with three critical issues: efficiency, effectiveness, and compliance. Every major decision made regarding training falls into one of these three areas. Fortunately, each of these three areas can be benchmarked and measured.

The ASTD 2002 study reported that only one-third of companies

measured the effectiveness of learning and that 12% or less attempted to measure job and business impact of their training programs. Why? Interestingly enough the top reason why companies fail to measure training is that they lack the experience, tools and infrastructure to do so.

It is impossible to improve or effectively optimize the training

program if it is not benchmarked or measured. Training should be measured and evaluated just as companies measure productivity, profit or quality. There have been many scorecards, dashboards, algorithms or metrics developed for this purpose.

If one considers the total training investment per person in the

company (see above), the question is how much should they spend

on measurement and evaluation? One, five or ten percent? Looking back at the ASTD 2002 study of best practices, we find that most companies spend 40-50% of their total training dollars on content development, 8-10% on infrastructure and the remaining resources on salaries and facilities costs.

For many development of measurement and evaluation tools sounds like additional costs and expense to the organization. Companies who allocate a small, but fixed percentage of the training budget to this purpose will find themselves able to effectively measure the effectiveness for their overall investment in training. One study found that organizations who adopt this model, and who spend US $2-10 per employee on learning analytics reported noticeable improvements in the measurability and return on investment.

Companies will need to justify the costs associated with measuring learning by identifying the business impact and risk of not training its employees. This could be quantified by fines, or profit loss as a result of being out of compliance with laws or standards. Often times this can result in fines levied against the company or even lawsuits or other forms of profit loss.

In healthcare, for example, lack of compliance with correctly

collecting, coding and reporting cancer incidence could have far-reaching impact on budget dollars spent not only in the training and operational costs associated with the Cancer Registry department, but could also negate the costs associated with cancer program development and community outreach programs. Although program development and outreach programs have the ability to compete with the consumer’s dollars, all this could be for naught if the required reporting is not done accurately and in compliance with the State or accreditation program standards. Training programs for the Cancer Registry can ensure that the data management processes are appropriately managed.

So, in summary, companies should be focusing on the development

and measurement of their learning programs. The investment in

learning analytics will outweigh the risks of inadequate training. Success for any organization will directly depend on their employee’s understanding of their products, services, operations and policies. Employees must be thoroughly trained in compliance, standards, confidentiality, non-disclosure and other legally sensitive areas of the company. And, companies must be able to track and measure this using effective learning analytics.

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Copyright 2005, M. A. Webb. All Rights Reserved

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Source by Michele Webb