Saturday 4 June 2011

When SERP Top Position Goes Below the Fold


Search engines are perhaps the most vexing marketing channel ever dreamed up. Entire businesses have been built upon the low-cost, highly-qualified traffic delivered by Yahoo, Google, and Bing. However, that source of traffic is neither static nor consistent, as the search engines are constantly fiddling with every element of their service, including the way that sites are found and categorized, as well as how they are displayed on the search engine results pages (SERPs). Hundreds of companies, large and small, have woken one day to discover that the high position on the SERP for a critical keyword has disappeared thanks to a tweak in an algorithm.
This back-end shifting of the mechanics of search engines has always been manageable, though, as long as brands were not engaging in techniques designed to trick the engines. We're about to enter a new era where search engine optimization (the work of gaining those high links) is going to need to adapt, not just to tweaks in technology to determine top position, but to the fact that "top position" is going to be way farther down the page than it used to be.
Three Big Changes to SERPs
The big reason that top position is moving down the SERP is, of course, that the engines are changing their concept of what they should provide consumers who are doing searches. Back in the early days, a search simply resulted in a list of links to pages that were relevant. The engines then added in some ads that were generally unobtrusive, but did push the top links down a bit. But now, we are seeing three big, new ideas being introduced to the SERPs that not only push the (so-called) top results from organic search farther down, but potentially decrease their value by introducing entirely new elements to the page.
Here are three big challenges to the prominence of the top result on the SERP:
Social Media
This is the big new element, not necessarily because results from social media take up so much space, but rather the underlying method of how this content gets placed on the page. Traditionally, the organic results have been created by the brands themselves; brands have complete ownership of what is on the page. The wildcard has been the way that other people on the Internet have pointed to that content, the so-called "Google bombs" that have been used for a host of reasons. And we've always seen protest posts put up that rank high for branded terms. These other results have always adhered to the same rules that an owned site must: optimize content against a set of rules to seem relevant to a query.
That was then. Today, we are seeing an increasing amount of cooperation between the search engines and social media sites. Bing and Facebook became fast friends a while back and Google has gone deep with Twitter integration. The result is that posts that are relevant to your search from your social network are appearing, often above the organic results.
Multimedia
Search engine results pages have long looked like a relic of the '90s. They are dominated by simple text and are designed as simply as possible. This certainly has helped the pages load nice and fast and be reasonably clean to explore. But as we've experienced massive growth in broadband access and the availability of video, audio, and images, many engines have begun to consider how to make the SERPs a bit more alive. While no engine is serving video directly as a result (instead they are providing links), media is already starting to take up real estate, and again, pushing down those familiar links.
Tools
Perhaps the biggest change to SERPs, though, seems to be the increasing presence of tools as a way to answer a query. While Google (in particular) has always been totally satisfied simply serving up a list of places to go to solve a problem or service a need, Bing (in particular) seems interested in enabling consumers to perform their tasks right there on the page.
Consider a search for "events San Francisco." You can imagine a visitor to the city doing this search, maybe to find something to do while here. On Google, that search results in a list of sites that offer up calendars and event listings. On Bing, you also get a similar list of other places to go, but that's not all. There is also a link to a list of events, on Bing, that has been gathered up and presented to you. Bing users can now take one more step toward a solution, thanks to this tool. It changes the nature of search engines from simple pass-throughs to real destinations and tools. Bing seems to have a clear strategy to create more of these tools and bake them into the search experience.
Spreading out SEO
The practice of search engine optimization has always been a tricky one, where experts seek to understand the hidden and complex rules that govern what a user sees in response to a query. Too often, and for too many brands, this has been an overreliance on the rules of tagging, structuring, and linking. But that was never really what SEO was all about. SEO that is technical and functional in nature has always been destined to be marginalized. After all, the search engines are trying to return relevant results, not reward people who are great at following rules and figuring out systems.
These three trends are ultimately making search more useful and engaging. While it makes the task of SEO harder, it also makes it better. With the improvements to the search experience, we are bound to see brands that take SEO seriously as a business practice of being relevant and interesting rise to the top, as they spread out their efforts to include things like social, multimedia, and tools. Whenever things become more complex, we always see a shakeout of the brands that are not committed. As that happens, we should see an improvement, not only in the quality of the experience for consumers, but in the value of the leads that are coming in.
Source http://www.clickz.com/
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iProspect Names Ashwini Karandikar VP of Service Strategy & Development


iProspect, a leading, global digital performance agency, announced today that it has named Ashwini Karandikar Vice President of Service Strategy and Development. The new position highlights the agency's commitment to providing industry-leading solutions and superior client results.
With more than 15 years of experience in marketing and advertising, Karandikar most recently held the position of Vice President of Innovation at iProspect. In this capacity, she was responsible for driving innovation across the organization. Prior to that, Karandikar was Vice President of Client Services for Range Online Media, and was responsible for overseeing strategy, advancing marketing tactics and techniques, and driving client results.
In her new role as Vice President of Service Strategy and Development, Karandikar will oversee iProspect's core solutions, services, and product offerings. Today that list includes pay-per-click management, search engine optimization, performance display, comparison shopping management, local search, mobile, social media management, research, and many more.
"Reaching consumers based on their brand journey is a key initiative for iProspect and in line with our continued evolution towards digital performance at a global scale," said Karindikar. "I am excited to be leading the Service Strategy and Development team, and working with our client service teams to provide holistic, sustainable solutions, that allow marketers to reach their goals."
Heading up a team of ten, Karandikar will have three primary objectives in her new role: defining the offering for each product, driving innovation for each business line, and continuously improving the client experience. Her team will also lead efforts to drive more holistic solutions for clients. Her efforts will ensure that iProspect's offerings are industry-leading and continue to provide clients with a competitive advantage.
"Digital marketing is complex, challenging, and ever-changing," said Brian Kaminski, Chief Operating Officer, iProspect. "In fact, we are seeing it change on a daily basis. To remain competitive, marketers need to stay on top of it all. Ashwini and her team will help our clients do exactly that. Her charter is to not only define and evolve our offerings and leverage them to drive client results, but also to continuously keep our clients apprised of the latest changes in the market and their anticipated impact on their campaigns."
Kaminski continued, "Ashwini has played a key role in growth and development of Range Online Media and iProspect. Given her experience and track record of success, she is well suited for this role, and I am confident she will continue to contribute to iProspect's growth going forward."
About iProspect
iProspect is a leading global digital performance agency. The company helps many of the world's most successful brands maximize their online marketing ROI through pay-per-click management, search engine optimization, performance display, comparison shopping management, local search, mobile, social media management, research, and other related services. The agency, which is part of Aegis Media, has received numerous industry awards including: The 2010 ClickZ Connected Marketing Award for Best Use of Search Engine Marketing; The 2009 Search Engine Strategies Award for Best Social Media Marketing Campaign; The 2009 Search Engine Strategies Award for Best Use of Local Search. With offices in Boston, New York, Chicago, San Francisco, Dallas-Fort Worth, and around the globe, iProspect can be contacted at 1-800-522-1152, or by visiting www.iprospect.com.

Questions regarding this release should be directed to iProspect's PR & Communications Manager, Jordan Arnt, at 817.665.1530 or jordan(dot)arnt(at)iprospect(dot)com.
For the original version on PRWeb visit: www.prweb.com/releases/prweb2011/6/prweb8527580.htm
 Source http://www.sfgate.com/
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SEO Content Service offers clients high-quality writing and video.


June 3, 2011 - ServioMedia provides content engineering through online workforce of more than 90,000 credentialed, quality-controlled workers. It offers publishers and e-retailers ability to create high-quality SEO writing and video without need to recruit, hire, train, and manage in-house teams. Also included are content engineering services from keyword research to translation.
SAN FRANCISCO - Servio announced today that it has launched ServioMedia, a new Servio solution that will provide industrial-strength content engineering through an online workforce of more than 90,000 credentialed, quality-controlled workers. ServioMedia offers publishers and e-retailers the ability to create high quality SEO writing and video at scale without the need to recruit, hire, train, and manage in-house teams. ServioMedia clients include Target and Healthline.
"With the recent changes in Google's search algorithms, high quality SEO content has become more important than ever," said Servio CEO, Alex Edelstein. "We are the only company offering not just SEO writing, but a complete range of industrial-strength content engineering services from keyword research to translation. Clients like Target and Healthline have chosen to work with us because Servio is the only company able to offer a full complement of SEO content services at the scale, quality, and price they need."

Servio is writing tens of thousands of unique product descriptions for Target to help them rank higher in search results, and convert more sales on site. Servio's workforce of more than 90,000 researchers, writers, and editors ensure that work is done quickly and accurately--while maintaining the tone and style that Target requires.
Healthline, a leading online publisher of health related content, relies on Servio to craft thousands of high quality keyword-optimized health articles. Separate groups of Servio workers research, write, and edit each article and Servio then employs expert review by an online team of registered nurses to ensure that the content is accurate. Writers can consistently earn $20 or more an hour, and RNs have earned as much as $300 in an hour.
About Servio
Servio (formerly CloudCrowd) provides industrial-strength content, SEO and data solutions for customers including Target, eBay, and Healthline.
Servio is powered by the CloudCrowd workspace platform, its proprietary global workforce of more than 90,000 workers. The CloudCrowd platform is the most advanced work and SEO environment on the web, providing rich workflow and powerful innate quality-control.
Popular applications of Servio services include:
- Retail Product Description: Servio writes thousands of unique, engaging product descriptions each week for Target and other customers.
- Press Release and Resume Services: Servio provides industrial-strength creation services to companies in the marketing and hiring industries who wish to offer press release and resume services to their customers.
- Search Engine Optimization: Servio's massive workforce enables a highly-distributed application of high-quality, "white hat" optimization practices.
- Article & Blog Creation: Servio provides consistent, scalable creation of content, including blog subscriptions that generate a powerful flow of useful, topical, fresh material.
- Video Creation: Servio's VidPost(TM) technology is the lowest cost solution for the rapid creation of large quantities of topical, targeted video content.
- Translation and Editing: Servio provides industry leading economies and production throughput for its translation and editing customers.
The company's patent-pending technology allows Servio to guarantee 24 hour turnaround across all of its services while charging disruptively low prices.
Operating since 2009, Servio has processed more than 3 million paid tasks. The company is one of the largest editorial service and writing services in the world, providing access to more than 1000 active, credentialed word technicians.
The company was founded in 2009 by Jordan Ritter, who co-founded Napster, and Cloudmark (two of the most scalable web applications ever built) and Alex Edelstein, who played seminal roles in the development of modern email systems (at Microsoft), web browsers (at Netscape) and search engines (at Inktomi).
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Introducing: The Periodic Table Of SEO Ranking Factors


 SEO — search engine optimization — is one of the most important marketing activities available to companies and publishers, but it’s too often considered some murky “dark art” or a sinful practice that should be avoided. It’s not. To help clear away some of the mystery and fear for those new to SEO, and provide a “reset” for those who are experienced, we’ve created “The Periodic Table Of SEO Ranking Factors.”
Clicking on the image above will take you to a download page with big PDF versions and sharable images of the whole chart, with short explanations. However, we’ve permanently housed it here, where it leads into a detailed guide that explains more about what the chart encompasses. This introduction to the table is meant to explain more about the “why have one” rather than the “what does it mean.”

SEO: It’s A Good Thing!

As a reminer, SEO is not a crime, a harmful act nor something that only “bad” people do, despite what you may have seen on The Good Wife. It is, in fact, a helpful activity that even the search engines, including Google, recommend.
If you want to understand more about some of the myths of SEO being “bad,” I’d recommend the further reading below. Seriously, take some time to educate yourself:

SEO’s Fundamental Factors

SEO can be confusing to both new people and experienced folks alike. For new people, it can seem like rocket science, because you might get overwhelmed with all the details and miss the relatively easy general principles. For experienced people, chasing down which particular hot new SEO “tree” to climb can blind you to the overall forest that you should be considering.
The Periodic Table Of SEO is designed to visually present the major factors, the biggest and most important things that can help you in gaining traffic from search engines. It’s focused on traffic from web search results, though down the line, we might produce similar ones for more focused search engines such as video or local. By the way, the Local Search Ranking Factors survey from David Mihm has just been updated.
Source http://searchengineland.com/
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FIU falls at regional despite hitting five home runs

The Golden Panthers got home runs from five players, including Garrett Wittels, but starting pitcher R.J. Fondon got roughed up as FIU fell to the losers’ bracket.

FIU’s return to the NCAA regionals Friday cranked along at a pace that brought to mind the word and old cartoon song Powerhouse. Three innings from Saturday’s winners’ bracket, it all turned into Partial Termination: The Fall of the Machines and an 11-7 loss to James Madison.
FIU’s hitting machine pounded redoubtable Madison starter Sean Tierney into submission faster than Joe Louis, once called “the ultimate fighting machine,” used to dispatch his Bums of the Month. Up 6-5 in the seventh, the Golden Panthers deployed Jose Velazquez, the submariner reliever they call “The Machine.”
Both machines broke down. As any driver of a BMW, “the ultimate driving machine,” can tell you, when the machine breaks, it’s costly.
FIU first baseman Mike Martinez, Garrett Wittels and Yoandy Barroso each went two for four with a home run. Also homering for FIU were Jabari Henry and Pablo Bermudez. James Madison’s Jake Lowery went three for four with a home run and three RBI.
After battering left hander Tierney with eight hits, three of which were home runs, in 1 2/3 innings, FIU managed only three hits the rest of the way against right hander D.J. Brown. They got around well on Tierney. The hits he gave up to five consecutive batters in the first inning as FIU took a 3-1 lead after the first all went to the opposite field.
“We were looking for pitches up to swing at, because he throws a good changeup and a good slider down,” Wittels said. “So if you chase pitches, he’s going to have success. We were just looking for pitches we could drive.”
But as for Brown, Wittels said: “We just really didn’t make adjustments. He pitched pretty well, but we weren’t making adjustments.”
Meanwhile, FIU starter R.J. Fondon reached 50 pitches by the middle of the second inning and had given up five runs in two innings. But he reached 100 pitches on the last out of the sixth. In the four innings between, catcher Jose Behar threw out Madison’s lone baserunner, team-leading swiper Johnny Bladel, as he tried to steal second.
Fondon’s pitches looked as if they’d lost steam when he gave up consecutive singles to Ian Haynes and Bladel to start the seventh. On came Velasquez and the hits kept coming. In his part of the 25-minute James Madison half of the seventh, Velazquez saw five batters, gave up four hits, walked one and committed a two-base throwing error. He left with Madison up 11-6.
“I just couldn’t hit my spots,” Velazquez. “I was getting ahead of the hitters, I just couldn’t finish it off. They capitalized on that. [The pitches] were staying too much over the middle. That’s what killed me.”
Said FIU coach Turtle Thomas: “Death, taxes, money in the bank. He’s about as sure a bet as you want. They didn’t really hit the ball that great. But everything they hit got by an infielder, just got into the outfield, just blooped over the infielders heads. It wasn’t like he was making bad pitches and getting crushed, they’re hitting doubles and homers off of him, things like that.”
Now FIU has no margin for error. A loss Saturday afternoon against the loser of Friday’s second game, Maine vs. host North Carolina, ends their season. So does a loss Sunday or Monday, the latter possible only if they win out Saturday and Sunday.
Source  http://www.miamiherald.com/
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Why I chose a home birth

“I can do this!” I shouted. “You are doing it,” the nurses sang back. I reached down to feel his head and, with one final push, out he came into my arms and onto my bed. At home. On purpose.
“You hired two midwives, and they had you catch the baby yourself? You should get your money back,” one friend joked later.
But the truth is no amount of money could have bought what I received that day: an empowering birth that respected me and my baby.
Recent news coverage of Karen Carr, a Maryland midwife convicted of two felonies last month in a Virginia baby’s death, has reignited debate over birth options. It has also raised questions about midwifery and, unfortunately, led to misconceptions about home births.
But that was an unusual case involving a risky birth. For me — a healthy woman with few risk factors — delivering at home was a safe choice that offered better care. It was also more convenient, comfortable and cost-effective.
I knew exactly what I was missing.
Four years ago, my husband and I had our daughter at a local hospital. It was a frustrating experience filled with dismissive staff: A receptionist who sent me to the waiting room even though I was ready to push, nurses who said to “hold it in” as I waited an hour for a doctor, and a doctor who never even introduced himself.
This time around, I did more homework. I found out I was a good candidate for a home birth because my first pregnancy was uneventful and I was healthy. Early tests indicated another low-risk pregnancy.
We settled on Takoma Park-based M.A.M.A.S. midwives, whose care outshined the busy OB/GYN practice we used the first time despite hour-long waits for 10-minute appointments. Our midwives made house calls and spent an hour checking on me and the baby. They let my thrilled preschooler measure my belly. And they came armed with laptops and answered questions by e-mail. Talk about modern medicine.
We cared about safety, of course. When I went into labor, our midwives brought with them everything a birthing center would use. Both baby and I were constantly monitored — more so than in a hospital, considering we were never left alone, strapped to a machine. If there had been an emergency, we would have gone to the hospital just a mile away.
Not surprisingly, some doctors and other critics have said in recent weeks that home births are unsafe, even selfish. They argue that the only safe place to have any baby is at the hospital, with access to the latest technology. And earlier this year the American College of Obstetricians and Gynecologists said it does not support planned home births, even for low-risk women.
But where does all that technology get us? It hasn’t helped our babies. Nearly every developed country has a better infant survival rate than the United States, which ranks 43rd out of 196 countries, according to the United Nations.
To me, the hospital seemed riskier. I was pregnant, not sick.
I’d be exposed to the growing risk of hospital-acquired infections. And then there was the Pitocin-epidural-“emergency C-section” trap that can make it difficult to breastfeed, among other potential complications. Already about one-third of Washington-area births end in Caesarean surgery, a statistic echoed nationwide.
At home, I could walk and move freely to ease the pain. I could eat whatever and whenever I wanted to keep up my strength.
Oh, and did I mention it was cheaper?
My 2007 pregnancy cost several thousand dollars in prenatal visits, and the hospital charged nearly $4,000 for the birth — a rate so low only because I gave birth quickly and left a day early. It’s not unusual for hospital births to cost $10,000 or even twice that for C-sections. My midwives charged $3,800, including prenatal visits and five checkups afterward.
Of course, most insurers don’t cover planned home births. Just as some emerging studies show home health care for the elderly may save money with similar outcomes over assisted living facilities or nursing homes, maybe a closer look should be taken at home births, especially as health-care costs continue to soar.
I’m not saying every woman should stay put to give birth. And home is certainly no place for complicated cases. If my baby or my health ever seemed in jeopardy, I’d be the first one checking into the maternity ward. But when I caught my son that March evening at home, I knew it was the right place for us. As I introduced him to his big sister, there was no other place I wanted to be.
The writer is a Washington-based journalist.
Source http://www.washingtonpost.com/
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FTC Sues People Behind "Winning In The Cash Flow Business" Infomercial

For the last decade, the late-night TV airwaves have been home to a series of infomercials hawking a get rich quick system called "Winning in the Cash Flow Business," in which some guy named Russell Dalbey explains over and over again how easy it is to make money by finding, brokering, and earning commissions on seller-financed promissory notes. Now, the FTC and the attorney general of Colorado are calling Dalbey's bluff, suing him and his partners for allegedly defrauding an awful lot of insomniacs.
The infomercial — see clip below — says that you, yes you, could make hundreds or thousands of dollars in a day off brokering promissory notes in just three easy steps - "Find 'Em," "List 'Em," and "Make Money." The ads are also bolstered by testimonials of people claiming to have used Dalbey's system to earn oodles of cash. Dalbey himself swears by his 1-2-3 system.
Alas, the FTC alleges the system does not work as advertised and that customers were misled into spending anywhere from a few bucks to thousands of dollars each. The suit points out that the bulk of Dalbey's millions have been made from the selling of his program and supplementary offerings, and not from brokering notes.
Additionally, the suit says at least one of the testimonials in the infomercial misrepresents that person's actual earnings by $50,000. That woman has agreed to a settlement with the FTC and is cooperating with the case against Dalbey, et al.
"'Winning in the Cash Flow Business' was a real loser for hundreds of thousands of consumers nationwide," said David Vladeck, Director of the FTC's Bureau of Consumer Protection. "When someone is selling a program designed to help people make money, they have to accurately describe how much consumers can expect to make and be truthful about how quickly they will be able to do so. None of that happened in this case, and people who bought the program paid the price."
Source http://consumerist.com/
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Chance to save cash spurs home upgrades

Next year, new homes built in Ontario will have to meet higher levels of energy efficiency under the province's building code. According to a recent poll by home appliance maker Bosch, current homeowners are also keen on energy efficiency, primarily to save some cash.
Around 72 per cent of respondents to the Bosch Green Savings Survey said the main reason for making energy efficient upgrades to their homes was to save money, 37 per cent said it was to reduce the impact of their home on the environment and 34 per cent said improving the resale value of the house was important.
"It's not one thing you can do that all of a sudden is going to make your home this green eco star, it's a cumulative effect of a whole lot of things. It comes down to how much budget you have," says Steve Preiner, director of marketing at Bosch. "Are you prepared to change all of your windows to more energy-efficient models, which can get pretty pricey, or do you start with simpler things? For the price of a few bags of insulation, you can go up in the attic and make a huge difference."
As with any project, you will want to work out the costs versus potential savings.
"Insulation and better windows (are key)," says Craig Marshall, president of Marshall Homes in Pickering, near Toronto. "I don't know that I'd recommend much beyond that. You're going to end up paying a lot of money to get very little savings. You can put motion sensors on lights, change to a higher-rated air conditioner and tighten up your door seals," Marshall says. "These are all relatively cheap things to do that will improve the energy efficiency in your home."
Marshall says it is important to keep a clear record of all changes.
"When you sell the home, (you can say to buyers), 'These are the bills, these are the improvements I've made and this is what the consumption is now,' " he says. "You can show people that you've saved money."
Source http://www.ottawacitizen.com/
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Function key in cottage design, renovations, says `Summer Home' host Karen Sealy

 By Lauren La Rose, The Canadian Press – 19 hours ago
TORONTO — Karen Sealy can sympathize with cottage owners faced with the challenge of sprucing up their home away from home.
The interior designer had a sentimental attachment to Lake Simcoe, north of Toronto, recalling time spent growing up sailing on the waters. But her current cosy getaway spot was hardly idyllic when she first saw it.
"It was a falling down little log cabin," Sealy said in a phone interview from her refurbished cottage, remembering a time when the place had carpenter ants and rotting logs.
"It was on the market two years, didn't even have a lockbox on it. 'Wander through at will' was how bad this place was."
But Sealy said the location fit the bill for reasons beyond the sentimental. It wasn't too distant a commute from the city, was a nice lot on a sandy bay and family-friendly.
To replace the rotting logs, she removed good ones from her kitchen and put up plywood that would be covered anyway by hanging cabinets and backsplash. She made other changes to customize the cabin, from bringing in an integrated washer/dryer to moving walls to better make use of the space.
As host of the new HGTV series "Summer Home," which debuts Sunday at 9 p.m. ET, she's bringing her insights and experience to help other cottage owners revamp their space to better suit their evolving needs.
Sealy said virtually everyone she met while filming the series said the same thing: they wanted the feeling of the cottage but the conveniences of home.
Sealy said people tend to be more emotionally connected to their cottage or summer homes. While concerns about their main residence are often centred around making improvements for resale, for example, cottage dwellers tend to talk about passing their property along to other family members, and they see it as a respite from everyday life.
Regardless of whether it's a cottage, condo or mansion, the rules of design are the same — looking at why changes are being made and what needs fixing, Sealy said.
Once people have planned what they want to do, Sealy said it's just a matter of implementing the changes needed within the confines of their budgets. That could mean perhaps opting for a smaller kitchen, going for a plastic laminate counter instead of quartz, or even salvage shopping to buy furniture, she noted.
One episode of "Summer Home" focuses on a family cottage on Cameron Lake near Fenelon Falls, Ont., where on any given weekend, 12 people are sharing the home. Sealy said family members were sitting crammed around a tiny table balancing plates on their knees, and their kitchen was so small their fridge was in the mud room.
"I always say anyone can make a pretty room but if it's not functional it's missed its mark," said Sealy. "'How many people do I want to sit around family room area?' Ask yourself the functional questions first. What are the priorities?"
In another upcoming episode, Sealy said there were three girls who had to fit into a tiny bedroom. The family had purchased a bunk bed kit that didn't fit by just a few centimetres within the small alcove. Sealy mounted the upper and lower bunks to studs on the walls. On the other side of the room, she built a platform bed out of medium-density fibreboard with cubbies underneath for storage.
"One of the things about the cottage that's different from the city is we're not hanging as many things," Sealy said. "We tend to have lots of fleece and shorts and bathing suits and T-shirts, and most of those things can go like in a basket or on a shelf or in a drawer. We don't need as much closet space."
Sealy also suggests looking around the cottage to find new ways to use or display things. She puts that method into practice in the show, transforming jars into hanging lights and stirring nostalgia when unearthing a family member's old drum to place in the kitchen.
Whether it's decluttering, adding new appliances or building a new deck, you can make your home more appropriate to your needs, Sealy noted.
"Maybe the cottage is really small and you want to have more people up there when you are out there, so maybe you'd consider spending some money on your outdoor space, like a cupboard area with a heater to prolong your summer, or screens to keep out mosquitoes so you can sit out there in the evenings," she said.
While the frequency of use will vary from family to family, Sealy said a key thing to consider is how important the space is to you — not how often you get there.
"I think most people will tell you that their cottage is a pretty special place," she said. "Given that, I think it's OK to spend money on some renovations because they are so special to us."
"When we do get here, we really do love the time up here, so you might as well let them function for you."
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The deal: Groupon IPO has gall

In the industry that tracks initial public offerings, there is a need for winners. The IPO market has been in a slump for years, and it just recently has perked up with interest in a new generation of companies that show potential for making money from the Web.
Hedge funds and other managers of huge sums want to believe Groupon will work, because they will cash in on the early, discounted price of a successful IPO. Finding that kind of easy money has been beyond most managers’ abilities lately.
In Chicago, Groupon’s home, the need to believe almost aches in the business community.
Civic boosters see a company employing 2,100 people in Chicago, about the number of people who work at the Oak Brook headquarters of McDonald’s (MCD). Groupon was just a tiny startup in 2008.
Chicago never had much of a share of the great technology boom, and Groupon could fix that. It would certify the city as a hospitable place for innovation. With a business that connects merchants to new customers via coupon offers, Groupon is a perfect fit for Chicago, once the mail-order capital of the world.
With its headquarters in the old Montgomery Ward complex at 600 W. Chicago, the symbolism couldn’t be stronger.
Rooting for Groupon in some quarters is an article of faith. But the prospectus it filed for its IPO is enough to rattle most believers.
Groupon has lost $540 million since its launch. It spends heavily to enter new cities and vie for new customers, and the company does not project when it will turn a profit.
In a letter to potential shareholders that was part of the IPO filing, co-founder and chief executive Andrew Mason spoke with the disarming candor of a hip tech executive and made three points: We will make mistakes, we will spend profligately and we will be distracted from our core business. Dividends? In your dreams.
It’s an interesting way to solicit money. Mason is trying to say that Groupon wants to create a sustainable brand that one day will operate on such a scale that its vast marketing expenses will shrivel by comparison.
“If people go to Groupon the way they go to Facebook or Amazon [AMZN] or eBay, [EBAY] then they have a viable business model. I don’t know if they’re going to get that,” said Bill Buhr, IPO strategist at Morningstar.
He thinks Groupon’s challenge is maintaining customer loyalty. A Bloomberg story said with the news service’s customary aplomb that Groupon has 482 competitors, but it didn’t cite a source for the count. Still, the competition is vast and now “coupon aggregators” are on the Web.
One thing Groupon has gotten right is the timing for going public, Buhr said.
“I don’t think they wanted to do it this quickly, but LinkedIn [LNKD] showed there is a huge demand for this space,” he said.
Mason’s letter talks about his commitment to constantly reinventing the company. And he draws investors’ attention away from such mundane measures as net income to something new, Adjusted Consolidated Segment Operating Income, or Adjusted CSOI.
“[W]e think of it as our operating profitability before marketing costs incurred for long-term growth,” he wrote.
Buhr said it’s a red flag when companies highlight “some number that they just made up.”
Mason also wrote: “In the past, we’ve made investments in growth that turned a healthy forecasted quarterly profit into a sizable loss.”
They could do that with seed money, then second-stage investor money, then money from preferred shares sold privately, and now they propose to do that with IPO proceeds that are unquantified at this point. The $750 million in the filing is just to whet appetites. Some experts think Groupon could raise $3 billion.
The banks running this deal could make a fortune. Employees could get rich by selling out. Great for them. As for the rest of us, we can’t say we weren’t warned.
Can Groupon issue a half-off coupon on itself?
THE CLUB SCENE: Analysts at William Blair & Co. were impressed with the latest quarterly results for warehouse club Costco Wholesale (COST), despite a surprising $49 million charge to write down the value of inventory. The charge caused profit to miss targets.
The Blair team said it would buy the stock on weakness. Costco closed Friday at $77.81 and the shares have fallen from around $83 in mid-May.
CLOSING QUOTE: On criticism of an escalating pay package for CME Group (CME) chief executive Craig Donohue despite the stock showing subpar returns, “The stock hasn’t performed. No one is happy about that. We are doing very well as a company but for whatever reason the stock hasn’t performed so they have to withhold vote on his compensation. I don’t think it’s appropriate but at the same time we will deal with the shareholders at the meeting and explain our viewpoint on why it’s appropriate to keep someone like Craig at the compensation we have today." —CME Group Executive Chairman Terrence Duffy on Fox Business Network. CME’s annual meeting is Wednesday.
Source http://www.suntimes.com/
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Your Office Coach: Work no place for side business

Q: I have a co-worker who is running a Web-based business on company time. “Linn” spends hours monitoring her website, taking orders, sending invoices and arranging for shipments. At the end of the day, she prints out her documents and takes them home. Linn gives more time to her business than to her job, but our boss appears to be completely unaware of these activities. He occasionally asks other employees to help Linn out because she’s so busy. However, she’s just busy making money for herself. Linn’s behavior is just plain wrong, and she should not be allowed to get away with it. Is there anything I can do?
A: Bluntly put, Linn is a thief. By accepting a paycheck, then using work time for her own personal gain, she is effectively stealing from the company. Advising management of this transgression is no different from reporting someone who pockets money from a cash register.
If you work in a large business, you can ask the human resources manager or corporate attorney to investigate while keeping your name confidential. However, if you’re in a small company, going directly to management may be your only option. In that case, have a concerned colleague accompany you to verify your story.
When you describe the situation, remain calm and focus on the facts. For example: “I thought you should know that Linn has been running a personal business on company time. She spends several hours a day selling products through her website. Other employees are becoming resentful because she’s falling behind in her work. We would appreciate your investigating this.”
Once you inform the powers-that-be, you will have done all that you can do. If your management is at all competent, Linn will soon be operating her business at home.
Q: One of my employees constantly criticizes her colleagues for making “immoral” life choices. Her judgmental remarks are creating a very uncomfortable atmosphere on our team. As a business owner, I feel I have a responsibility to keep people from being harassed this way. What should I do?
A: For starters, you should tell this self-righteous woman that she must immediately stop lecturing co-workers about their personal lives. Explain that this rule applies to all team members, including anyone who might criticize her own life choices.
To ensure that everyone understands your expectations, discuss the issue in a team meeting without mentioning this particular employee. The others may assume that her behavior triggered your remarks, but that’s OK as long as you don’t single her out.
For example: “As team members, we need to recognize and respect the boundary between our work and our personal lives. Making critical comments about a colleague’s lifestyle is disruptive to the team and totally unacceptable. If anyone ever treats you this way, please let me know.”
A stern admonition may resolve the problem. But if your sanctimonious employee stubbornly refuses to curb her offensive behavior, the only solution is to remove her from the team.
Q: After working as a temporary administrative assistant for a small company, I was recently promoted to office manager. My boss said that she liked my professionalism. However, I’m beginning to wonder if I’ve gotten in over my head. I’m being given unfamiliar tasks, no one ever explains anything, and I’m not sure exactly what my job includes. Now I’m constantly stressed out from worrying whether management is unhappy with me.
A: Your distress is understandable, because it’s a big leap from temporary assistant to office manager. Someone owes you a clear job description, but since nobody is providing one, you will need to make the first move. Draft a list of your apparent responsibilities, then review it with your boss and reach agreement on a final version.
Next, rate your ability to perform each duty with an A, B or C. For each B & C rating, propose a strategy for quickly improving your skill level. Possibilities might include formal training, online research, “shadowing” experienced colleagues or getting coaching from your boss.
Review this development plan with your manager, and schedule regular feedback sessions to discuss your progress. However, if she seems reluctant to support you through this learning curve, you may want to consider other employment options.
Source http://www.omaha.com/
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Diana Athill interview: Why the private sector shouldn't touch social care

The writer tells Zoe Williams how the care home where she lives in puts propriety before profit
 Diana Athill: 'I'd been here for about a week and I thought, 'what is it about this place that's so marvellous?' And I realised, it is goodness – an extraordinary feeling of goodness.' Photograph: Murdo Macleod for the Guardian


'The ghastly thing is, a great percentage of homes are run by private companies. And you don't set up an old people's home as a private company unless you think you're going to make a profit. You can't make money out of old people."
The last time I saw Diana Athill was about six months ago, in Shoreditch House, where she was reading Desdemona, a short story she'd written in the 1960s that won an erotic fiction prize in Transatlantic Review. (If you have no interest in the lives of elderly people and would prefer to read something whose lines will be ringing in your mind for months, then I direct you to this collection: Midsummer Night in the Workhouse.)
I didn't at the time realise that Athill was even in a care home, but she had been for a year and a half. The Mary Fielding Guild is, she warns me, rated one of the best six care homes in the country. This is in no way representative of the way elderly people are treated in residential places. It looks genteel, and it's in a genteel part of town, but as she says, "We're fed, warmed, cleaned, kept entirely, on what we pay. And what we pay is considerably less than you can pay in far worse places."
Can this possibly be true? It feels like an Oxford college, with a cheerful atmosphere and deeply pleasant surroundings. But if the cost isn't much more than somewhere run by Southern Cross, then something has gone seriously wrong. Some people in care homes are able to live proper lives, while other people pay the same rates and get bottom-of-the-pile, collectivised treatment.
Athill has never, in my brief experience, been sloppy with her facts, let alone wrong, and this is no different: care homes, be they atrocious or Ritz-for-the-old, are all in the same ballpark. You can, if you really shop around, pay less than £400 a week (I didn't find any for less, but Southern Cross have taken their prices off the internet; or maybe they never posted them). And you could, if you were determined, pay more than £900. But around £550 a week seems to be where most places are sited.
This is as pure an argument as you need against the private sector going anywhere near social care. Where need is serviced by the third sector (Mary Fielding is a trust, run by "high-minded individuals. And I really do mean they're high-minded"), it is civilised. Where it's serviced by people trying to turn a profit, it is not.
"This place is a dream …" Athill continues. "I'd been here for about a week and I thought, 'what is it about this place that's so marvellous?' And I realised, it is goodness – an extraordinary feeling of goodness. None of these people are anything but genuinely kind. That's the secret of a decent place. You can't get it if you're a remote company, running a scruffy little place and trying to make some money out of it.
"A very nice young woman who comes and does my feet, she's a visiting chiropodist, she goes to quite a lot of homes. I said to her, what are the other places that you go to like? And she said 'Don't ask'. It's frightful what can go on in these places; you've got these helplessly dependent people who've got limited funds, and you've got to do everything for them."
Clearly, residential care is incredibly expensive whoever you are, wherever you are, and Athill says, "If I had daughters, I'm afraid I would probably be taking advantage of them. Daughters are sweet, and if you're sufficiently nice to your daughters all your life, they tend to rally round their mums when they're old and frail.
"I did it myself. I didn't quite go and live with my mother, but I changed my plans and I used to work three days in London and do four days with her. And I'm very glad I did."
There is a mischievous lack of rue in her voice, as if tacitly to note that daughters might be sweet, but they make plenty of demands of their own.
Equally clearly, it's a source of tremendous anxiety to old people that they flog their houses to fund this care, and then don't know how long the money will last. But the point is, a well-run care home can be a wonderful place. Athill says she can work and concentrate better here than she did when she lived independently.
'If I'm reviewing a book or something, it's lovely. I can spend the whole day without worrying about anything; no dog to walk, no shopping to do."
I wondered whether one felt one's age more, living in sheltered accommodation or living at home, and Athill replied, "I think how aware one is depends entirely on one's health. As long as you don't have aches and pains, and forget everything all the time, you feel just like you always did. But you do, when you start to get aches and pains, become aware of it."
None of this is easy. Athill remembers packing up her house, and says feelingly, "I had total panic, the awful horror of giving away your things. It was very, very, very painful – so painful that I ended up spending two days in hospital thinking I was having heart failure."
But there is one quite simple proof here, which is that you can, for the money, have a civilised life. If the business model is broken for Southern Cross, if life is miserable in the main tranche of care homes, it is because the private sector is unsuited to this work.
Source http://www.guardian.co.uk/
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Apple rushing to prepare for WWDC 2011

Only a few more days will be held Global Development Conference Worldwide Developers Conference, this time, preparations for an important annual event is being Apple speed.
 ICloud icon, IOS 5 and Lion to appear on any banner decorated decorated place around 2011 WDC.
Global Development Conference (Worldwide Developers Conference - WWDC) is an annual event held by Apple in June. At the conference, Apple introduced the common software, new technologies and new products for Apple.
WWDC this year will be opened at 10 am on 6 / 6 in San Francisco. Estimated ticket price to attend the event can be up to $ 1,599. WWDC 2011's theme is "Unveil the Future of IOS and Mac OS" - "to reveal the future of the IOS and Mac OS"
According to announcements made ​​today by Apple CEO Steve Jobs will "post road" at the Moscone West Convention Center in San Francisco, U.S. on 6 / 6 next to the opening event. Here, Steve Jobs will announce new products Apple is iCloud services and IOS version 5, Mac OS X Lion. Many people hope in this year's WWDC, Apple unveiled the iPhone 4S, the new iPod Nano and the iPhone 5.
At last year's WWDC, Apple unveiled the iPhone 4, rename the iPhone OS and the IOS release FaceTime applications, iMovie for iPhone.
Be prepared to see Apple WWDC 2011 event:
Source Cnet
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