Silence ensued
lacking sign of divine
intervention. I grew up
troubled and confused
in a world whose rules
made no sense to me.

I threw my teddies
out at school and caused
the meltdown of an office
before books of soul
and nature’s genius
recalled me to our old lore.

Drawn by lights
across the veil I saw
the rescue of my shadow
to sing at the right hand
of the king of faery land
who woke me to a brighter role.

From now unto release
to the realm of paradise
I keep the promise to my king
his lore and memories recite,
in faery art and goodly acts I strive
to become more like a human being.

THE ACADEMY OF BUSINESS STRATEGY

BUSINESS IMPROVEMENT BLOG
Better and better and even better

AUTHOR
DeWet Herselman (CBS) MBA B.Comm

Introduction
Jim Collins is so accurate in the opening sentence of his book Good to Great, when he states Good is the enemy of great.

Those six words say it all.

How do you improve something, which is already good or at least good enough? In project terms, the project makes the cut, or ‘minimum hurdle rate required’ which will classify it as a viable project. How do you convince a project team that their proposal is not good enough to be approved? In operation terms we are making healthy margins as it is, why do you continue challenging us? (or even worse that it’s a good plan, it’s in the budget). This thinking is so common but unfortunately so very counter productive and does not take cognisance for the principles of scarcity or sustainability, or even simply staying competitive.

No gaps and no over-laps
In many years in the South African mining and manufacturing industry I have seen that one of the key business challenges for managers, and that includes from the highest biggest corner office manager to the manager of, say rehabilitation at some obscure mining operation, remains their detailed understanding of their key business drivers, their understanding of the company strategy, their understanding of their functional responsibility to help enable that strategy and the onus they carry to continuously improve their areas of responsibility towards the competitive sustainability of the company in achieving it’s strategic objectives. Alongside this lack of understanding the bigger picture is the lack of strategy supportive organisational structure (structure follows strategy), processes, systems and leadership. Too much duplication and too little fit for purpose vision exist across most companies.

Where should the improvement responsibility sit?
So, to link back to Jim Collins’ point, the challenge for each and every manager (and leader) out there is to define that specific way of doing busines’ through a process of doing better business continuously and then to drive that improvement agenda across their entire organisation. This, in my experience in the mining and manufacturing industries is a journey of maturity across all vertical managerial levels of the organisation, from that proverbial strategic thinking small corporate triangle on the top, through the confused middle layer right down into the blue collared ‘coal-face’ operational manager who is delivering tonnes against a target on a daily basis.

It’s easier said than done, though, as the true process of improving business continually will require of all above-mentioned levels of management and leadership (I purposefully divorce the two) to be willingly exposed against their promise (budget and performance) in order to be enabled to perform better in future on their respective business targets. It requires true maturity to agree to that!

However, that is the exact point. If you as a manager are willing to raise your hand and say I am willing to learn in order to improve for the sake of the bigger cause, you are already more mature than most of your peers. In Kumba Resources (later unbundled to Exxaro Resources and applied the same model) we started with a small, dedicated team of specialists responsible for the facilitation of business improvement in operations. We reported to the executive responsible for all operations, as the rationale was that we are starting off an improvement drive. It was a central head office department who set targets, monitored, reported and who had to drive improvement initiatives. It worked in the beginning, because the entire company was a newly established company. The entire company very new, very unsure of how to run with this valuable asset and how to unlock it’s tremendous value potential. The entire company was just starting its maturity journey. On the longer run, however, improvement has to become everybody’s business and a model where it is done to you instead of by you for yourself is simply not sustainable.

As the company became more settled, the processes matured and the leadership started to understand their business, the business model for improvement had to mature and grow too. It was time for that natural evolution from a model where the drive for improvement was delivered from a central authoritarian base to a model where there are no business improvement team, but an established process and a responsibility vested in each individual manager’s performance contract. The baby was now an adult and spoon-feeding made way for self-sufficiency.

Furthermore, due to the evolved maturity the concept of improvement could now expand within the company from where it was originally focused only on the core operational units into both corporate office and support services. The corporate office now received a responsibility to continuously better their thought leadership, their policy setting, their target setting and monitoring and simply in their leadership as strategic initiatives. The support services had to take responsibility and own up in terms of doing things better too. Quicker and more accurate invoice processing and payment, quicker recruitment and appointment of talent, smoother systems integration, better investor relations etc. were now part and parcel of individual performance contracts, which would impact on bonus payments and performance rewards.

Conclusion
My friend Frikkie had this gem of a saying, we make money in spite of what we do, not because of what we do. Many companies are blessed with assets, which will simply shield poor management, poor decision-making and execution, which in the end means value, is either destroyed or potential value, is not captured. Value optimisation, in one or other description will always be part of company strategy and thus imply that not improving continuously is not negotiable.

To stick to being good, when great is on the table, is simply not good enough.

I will, in my series of articles on this topic share more insights and experiences, as well as handle the related topics of enterprise performance management, roles and responsibilities, capital investment optimisation, operational excellence and strategic portfolio improvement as focus improvement areas.

ABOUT THE AUTHOR
DeWet Herselman (CBS) MBA B.Comm is an approved Certified Business Specialist (CBS) with the Academy of Business Strategy and his specialist subject is business improvement. He has achieved an MBA and a B.Comm from the University of Pretoria and from the University of the Free State. He has been employed as Group Leader, Programme Manager and Consultant for various companies and has experience within the mining, manufacturing and finance industries His clients or employers have included Exxaro Resources, Kumba Resources and Iscor Steel. He has geographical working experience in South Africa, China and Australia. He speaks Afrikaans and English. His service skills incorporate corporate finance, corporate improvement and business improvement.

To contact DeWet Herselman, please contact the Academy of Business Strategy by forwarding an email, or visit DeWet’s CBS Blog.

THE ACADEMY OF BUSINESS STRATEGY

TECHNICAL MARKETING BLOG
Technical Marketing: a tool for growth

AUTHOR
Shahira Raineri (CBS) MSEE BS

My friends always ask me what I do for a living and I tell them that I am a Marketer. And after the blank stare that returns my response, they ask if I make brochures, if I create ads, if I manage marketing via social media, or create mailers and press releases. And after many years of these types of questions from friends, colleagues and acquaintances, I decided that it was time to set the record straight about Marketing . What I love to do to help companies achieve growth, which is Technical Marketing.

Of course brochures, advertising, social media, mailers and press releases are all components of an integrated marketing plan. But, in order to determine the content of these components, there first has to be a stage of development that examines WHO all of this good stuff is trying to send a message to. Not only that, but, before any of this type of marketing can occur, there needs to be a true understanding of WHAT is being marketed. Lastly, WHERE this marketing content is directed is key to grabbing market share from the right places.

Technical Marketing is THE set of tools, skills and analyses that enables us to define the WHO, WHAT and WHERE areas before introducing a product or service to a consumer. Otherwise, critical funds might be spent on the wrong messages; sent to the wrong audience for a product or service that nobody is interested in purchasing. Technical marketing provides the insight as to how to direct an integrated marketing plan and ensures that marketing funds will be spent accordingly.

Let’s suppose that a company has some amazing technology that has languished in the R and D lab for many years. It continues to be funded annually because a team of scientists have fought hard to defend their efforts and want to keep the research and development efforts alive. The scientists and researchers absolutely believe that this widget will somehow make a difference in the world. But they aren’t able to quantify these changes because it really isn’t their area of expertise to do so.

Back in the business office, it’s clear that organic growth is critically needed because a purchase or acquisition is not feasible. Although it is recognized that growth must come from within and that something must be done with the clever widget, there is no way of knowing what to do.

And now this is where the magic happens: widget in lab needs to become the way that the company can achieve organic growth. The income statement to date for this widget shows that it has been funded for several years and there has been no return on investment. Now it’s time to apply the Technical Marketing tools, skills and analyses in order to promote lab widget to income earning product!

I use the lab example only because a physical widget is easier to imagine. However, all of this applies to a service or new intellectual property.

Now the question becomes: how does a widget or great idea get to market and start generating revenue? I have helped several companies to achieve the transition from widget to income earning product and find that each widget has its own unique challenges and opportunities. No two Technical Marketing evaluations and launches are the same. What is constant is the set of tools; the types of studies that must be conducted and above all endorsement from senior management to green light the effort. Without the backing of the senior team, the tools and studies become an extension of the R and D effort – resulting in more and more data about the widget only.

With senior management support for Technical Marketing, the insight gathered from the studies and analyses result in a blue print, or a map that guides critical steps in what this widget will ultimately become. Without this insight there is no clear path out of the lab and into the market. Or the amazing new service that so many consumers would benefit from is never introduced into the market.

By now you’re probably wondering if Technical Marketing is the same or similar to Technology Marketing?
Technical Marketing is not just Technology Marketing. Technical Marketing is the process by which a widget to product is achieved. A widget can be a bank card, a professional service or an aircraft engine to name a few. The distinction here is that Technology Marketing assumes that the widget is new technology or an improvement upon existing technology and excludes professional services and non-technology products. Technical Marketing is the superset of analyses. Technology Marketing can, but does not need to be a component of Technical Marketing is the widget is not a technology introduction or improvement.

ABOUT THE AUTHOR
Shahira Raineri (CBS) MSEE BS is an approved Certified Business Specialist (CBS) with the Academy of Business Strategy and her specialist subject is technical marketing. She has achieved an MSEE and BS from Rutgers University. She has been employed as a Chief Executive Officer, Chief marketing Officer, Vice President, General Manager, Marketing Director and Consultant for various companies and has experience within the healthcare, telecommunications and energy industries Her clients or employers have included GE, Siemens and Lucent Technologies. She has geographical working experience in the USA. She speaks English, French and Arabic. Her service skills incorporate business development, strategic and tactical marketing, product management and technical marketing.

To contact Shahira Raineri, please contact the Academy of Business Strategy by forwarding an email, or visit Shahira’s CBS Blog.

East End Cleaning Service that goes as far west as Stony Brook

These ladies do house cleaning/ office cleaning (references available)

Weekly/ Bi Weekly

This inspiring loft sublease, located in the heart of SoHo, is a rare find for the creative tenant. Professionally designed by Benjamin Noriega-Ortiz, its built interior features a diverse arrangement of open area, conference rooms, and private offices. The entire floor showcases high-end fixtures throughout and resplendent natural light.

For more information about this creative loft sublease, please contact:

Jarad Winter | 646.443.8568

JWinter@capstoneny.com

View the flyer below for additional details and floor plan:

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Product Description

Non-Locking Passage Function (No Mortise Lock) *Solid Brass Plates & Finger Edge Pull Use on the Inactive Pocket Door on a Pair of Pocket Doors Meeting Together, Libraries & Offices Use on Any Passage Pocket Door Requiring No Locking Capability Such as Closets & Utlility Rooms Oil Rubbed Bronze Finish; Made from Corrosion Resistant Solid Brass Material Fits Any Thickness Pocket Door *High Quality Craftsmanship Non-Locking Passage Function (No Mortise Lock) *Solid Brass Plates & Finger Edge Pull Use on the Inactive Pocket Door on a Pair of Pocket Doors Meeting Together, Libraries & Offices Use on Any Passage Pocket Door Requiring No Locking Capability Such as Closets & Utlility Rooms Oil Rubbed Bronze Finish; Made from Corrosion Resistant Solid Brass Material Fits Any Thickness Pocket Door *High Quality Craftsmanship






Tag : Onsale Pocket Door Hardware Manor Passage for Bathrooms, Bedrooms, Offices, Libraries & Double Doors Meeting Together in Oil Rubbed Bronze Finish, Forsale Pocket Door Hardware Manor Passage for Bathrooms, Bedrooms, Offices, Libraries & Double Doors Meeting Together in Oil Rubbed Bronze Finish,#On Sale Pocket Door Hardware Manor Passage for Bathrooms, Bedrooms, Offices, Libraries & Double Doors Meeting Together in Oil Rubbed Bronze Finish, Sale Pocket Door Hardware Manor Passage for Bathrooms, Bedrooms, Offices, Libraries & Double Doors Meeting Together in Oil Rubbed Bronze Finish ]]> http://techcrunch.com/2013/04/24/pivotdesks-new-office-sharing-marketplace-helps-startups-find-affordable-office-space/ Wed, 24 Apr 2013 07:15:32 +0000 Rip Empson http://techcrunch.com/2013/04/24/pivotdesks-new-office-sharing-marketplace-helps-startups-find-affordable-office-space/ Ask any entrepreneur about what it’s like finding the right office space for their company, and they’ll probably respond with a grimace and some grumbling. Few light up at the thought of it. Founders have enough to worry about in trying to build an awesome product, please their customers, find quality talent and raise money without adding the struggle to find office space to the list. Part of the reason why it’s such a pain in the butt to find great office space is that, traditionally, the process has lived offline, confined to a world of brokers and their proprietary data, little to no transparency, and long-term leases.

PivotDesk, a TechStars Boulder alum, launched last week to bring a new solution for those office space blues. Rather than take the broker-disrupting approach of commercial real estate startup, 42Floors, or rehashing the now-defunct “workplace marketplace” model adopted by Loosecubes, PivotDesk wants to help businesses find a long-term fix by connecting them with companies that have office space to spare.

Backed by over $3 million in Series A funding from Foundry Group, the startup is launching its service in New York, San Francisco and Denver, with plans to arrive in new cities over the next year. PivotDesk wants to address the current reality of the commercial real estate market, in which long-term leases prevail. Of course, in the early-stages of building a company, when practically nothing is certain, long-term, expensive leases make little to no sense.

So, starting in NYC, SF and Denver, PivotDesk wants to connect young businesses and startups with later-stage companies that have already signed long-term leases, may not yet have grown into every corner of the space, and thus have room to spare. The model requires those looking for space to be flexible and to be willing to share space with another business.

Yet, at its core, the model is one that attempts to both bring a process that has largely taken place in private transactions behind closed doors, online, and to bring some transparency to the search for office space. Co-working is becoming increasingly popular in the tech industry, especially in Silicon Valley, where rental rates for office space are high.

Furthermore, for those with office space, there’s the benefit of being able to share some of that cost with another company and, on the flip side, young businesses are able to take advantage of a month-by-month (more flexible) lease, in turn, potentially adding value by exposing its employees to a more mature, business. In turn, both get to benefit from the added energy of having multiple businesses and smart people in a shared office space.

PivotDesk provides a management platform that allows host companies to more easily market, manage and monetize their extra office space, giving them the opportunity to reach a larger audience of potential cohabiters and a better way to manage those relationships over time. Of course, to provide more value than the next startup, PivotDesk puts significant emphasis on finding the right match. In a way, it’s approaching the problem like Match.com and others approach dating.

When creating a listing and profile (for both sides of the transaction), PivotDesk encourages companies to go into detail in describing the nature of their own business, its culture, as well as the office space and environment they’re looking to sell. Because co-working means that two potentially very different businesses will be working in close confines with each other day in and day out, finding the right match is essential. It is, truly, an intimate relationship — or it can be if both parties are on the same wavelength.

So, to better match co-working mates, PivotDesk takes into account the nuances of culture and company dynamics, essentially building a unique taste profile for businesses based on their industry, number of employees, work habits and environment and noise level preferences, for example. This attention to detail has resonated with startups thus far, and, since its beta launch last fall, PivotDesk has matched 100 companies with office space, including startups like Ben Huh’s Cheezburger Network, and now has over 200 listings in SF, NYC and Denver.

The other appealing feature is that companies can use PivotDesk with relative anonymity, at least in the search and discovery phase of the process, as listings don’t include the size (or square footage) of the space and most leave out the host company’s name. Instead, listings are based first on location, along with providing details on the culture and style (and the stuff mentioned above), the size of the company the space can fit and amenities.

A la dating apps like Tinder, PivotDesk requires interest from both parties to move forward with the transaction. Once both companies approve the match, PivotDesk offers some basic communication tools to make it easier to hash out the details, along with providing billing info and the necessary documentation — putting it all in one place to remove the headache.

Seeing that security is also an issue, and that like, dating, there are plenty of opportunities for the process to go wrong, become creepy or subject hosts to fraud, PivotDesk knows that it has to go out of its way to ensure that all transactions are safe — and legal. Once a match is approved, the company verifies insurance coverage for both parties and reviews sublease terms to make sure both parties are within the rights of a sublease, for example.

To monetize, PivotDesk takes a 10 percent commission each time the cohabiter renews its monthly lease. Of course, as is true of the sharing economy writ large — or as we’ve seen from Airbnb — the whole process can be incredible, until it’s not. One destroyed apartment, bad fit, fraudulent squatter can have lasting consequences, and jeopardize the user’s perception of the service.

By allowing companies to easily list their extra office space, manage the process and their leases and by producing matches based on cultural fit and paying attention to the details, PivotDesk has developed an appealing option for both sides of the transaction. However, while it likely won’t have to deal with brokers paying much attention to these kind of deals, the barriers to entry in this space aren’t exactly high. Any startup could potentially become a competitor fairly quickly.

So, for PivotDesk, it’s all about providing the best user experience, maintaining security, providing quality selection and maintaining equality (and quality) of supply and demand. This is true of any P2P marketplace, and it’s not always easy. The space is relatively open at this point, and startups are hungry for better, online options, but as with marketplaces, there are likely to be only a few winners, or one.

In that sense, it puts pressure on startups to scale quickly, and maintain quality while doing so. Again, easier said than done. The other potential hangup is that, once startups connect and begin paying their lease, they may be more likely to work directly with each other, rather than incur PivotDesk’s 10 percent commission over the long-term. So, that could present a potential leak in the startup’s business model over time, although there will be plenty of opportunities to adjust accordingly.

On the bright side, however, while it’s currently laser-focused on serving startups, over the long haul, PivotDesk’s model (if it continues to succeed) could easily be applied to a wider set of use cases and verticals within the commercial real estate market.

Ultimately, at the risk of being repetitive, for startups, finding office space is a pain in the ass. Any business that removes the friction from the equation, provides favorable terms for both sides and makes the office hunt more transparent (and effective) is likely going to find it easy to curry favor. As such, PivotDesk is off to a good start with its matchmaking service.

Because it’s only live in three cities and is eager not to leave potential customers out, the company now allows entrepreneurs in any city to weigh in and help determine where PivotDesk will launch next. Essentially, the city that receives the most votes will become the next destination. Crowdsourcing!

For more, find PivotDesk at home here.

While a lot of people might essentially want to possess their offices, this is generally not an option for many different causes and so leasing an office is their smartest choice. Hiring an office offers a business much more mobility and makes transferring faster and easier. Definitely you don’t step in an office with the purpose of relocating, however all going well, your business will increase and you will probably demand more office space later on.

It is necessary to choose a location which is properly situated. A well located office is one that is close most of your employees and close to the majority of your prospects. In case you move your office 30 minutes from your present office, your labour force will probably have to travel an additional hour daily. The result of this will be lower productivity as travelling is extremely tiring. It will also prevent workers to work late. Similarly you need to be near to your customers as well as prospects since you don’t want to have to travel far for sales meetings as this might be terribly time consuming.

The next step you need to think of is how big the office that you need. It is advisable to have a certain size in your mind before searching for offices since otherwise you will delay considering offices that aren’t right. A suitably sized office is one that is affordable yet also permits growth in the long run. Moving offices is pricey so you want to understand that you are not going to outgrow the office soon.

The next step to consider is the standard of office that you need. There is a big difference between budget offices and high grade offices. Cost is naturally an aspect here but also employees’ fulfilment. Staff satisfaction is very important because it has it results on returns. In addition, if the office is intended to be client facing, you may require a better quality of office in order to make an impression on customers.

Locating an office to rent in London and also other leading towns can be tough. It is a good plan to go to a commercial estate agent because they are able to assist you. The benefit here is they will know the area well and to be able to advise you on the valuable regions. Remember though, you aren’t constrained in the number of estate agents that you use thus don’t feel that you should be dedicated to any particularly.

As, London is an ever growing city the choices available are huge. Knowing your requirements will save you a lot of time and will help you stay within budget.

Product Description

Non-Locking Passage Function (No Mortise Lock) *Solid Brass Plates & Finger Edge Pull Use on the Inactive Pocket Door on a Pair of Pocket Doors Meeting Together, Libraries & Offices Use on Any Passage Pocket Door Requiring No Locking Capability Such as Closets & Utlility Rooms Antique Nickel Finish; Made from Corrosion Resistant Solid Brass Material Fits Any Thickness Pocket Door *High Quality Craftsmanship Non-Locking Passage Function (No Mortise Lock) *Solid Brass Plates & Finger Edge Pull Use on the Inactive Pocket Door on a Pair of Pocket Doors Meeting Together, Libraries & Offices Use on Any Passage Pocket Door Requiring No Locking Capability Such as Closets & Utlility Rooms Antique Nickel Finish; Made from Corrosion Resistant Solid Brass Material Fits Any Thickness Pocket Door *High Quality Craftsmanship






Tag : Onsale Pocket Door Hardware Manor Passage for Bathrooms, Bedrooms, Offices, Libraries & Double Doors Meeting Together in Antique Nickel Finish, Forsale Pocket Door Hardware Manor Passage for Bathrooms, Bedrooms, Offices, Libraries & Double Doors Meeting Together in Antique Nickel Finish,#On Sale Pocket Door Hardware Manor Passage for Bathrooms, Bedrooms, Offices, Libraries & Double Doors Meeting Together in Antique Nickel Finish, Sale Pocket Door Hardware Manor Passage for Bathrooms, Bedrooms, Offices, Libraries & Double Doors Meeting Together in Antique Nickel Finish ]]> http://qz.com/76884/the-company-that-rates-the-best-places-to-work-isnt-actually-that-great-a-place-to-work/ Mon, 22 Apr 2013 16:46:05 +0000 Commentary http://qz.com/76884/the-company-that-rates-the-best-places-to-work-isnt-actually-that-great-a-place-to-work/ The Great Place to Work Institute just launched a new tool to rate and evaluate companies based on feedback from their staffs. The trouble is that the employees who created the site are hardly thrilled with working there.

In fact, the institute ranks lowest of any of the initial 24 companies on the site, called Great Rated!  Only 69% of its staff say the San Francisco-based Great Place to Work Institute is indeed a great place to collect a paycheck, compared to 80% to 97% at other companies who underwent similar evaluations.

These mediocre ratings come from a company best known for creating Fortune magazine’s annual Best Companies to Work For list, one that states its mission is “building a better society by helping companies to transform their workplaces.”

So why does a company that coaches others toward becoming great workplaces have such lackluster scores?

For one thing, it is compared to companies “at the top of the heap,” including many that make best places to work lists, spokeswoman Irene Fuller says in an interview with Quartz. She said the company is working to make improvements, even as it struggles “to stay competitive with compensation.”

Its score in that area—just 59% of workers say they receive a fair share of profits and other “great rewards”—came in about 20 percentage points below companies such as Capital One Financial, Publix Supermarkets and Sonoma Partners, a small business consulting firm.

The new Great Rated reports launched last week with 24 companies, with some 75 others expected to be posted in coming weeks. That means it competes with Indeed, which publishes a leaderboard on workplaces that can be viewed by city and state, and Glassdoor, which has 225,000 employers reviewed anonymously by current or former staff, among others.

Great Rated believes its surveys are better, more scientific and comprehensive than others out there. As more companies join in, CEO Kim Peters says “results will be all over the map. The best companies do well in an all categories. We think lesser companies will still have strong results in one or two categories.”

So why did Great Place to Work disclose its own scores when it will allow clients to withhold them if they don’t rate well enough? Here’s the official answer:

Since so many people ask us whether Great Place to Work really is a great place to work, we thought we should hold ourselves to the same level of transparency as any other organization.

If the rating company only gets a 69, those in the mid-70s may not feel so bad about sharing their workplace culture scores after all.

Kristin and Michael DeKay; photo by Daniel Müller.

Kristin and Michael DeKay; photo by Daniel Müller. Found via design*sponge.

Iwona Ludyga & Mike Mazor; photo by Anne-Claire Rohé.

Iwona Ludyga & Mike Mazor; photo by Anne-Claire Rohé. Found, again, via design*sponge.

Zoë Carter, via University of Texas of the Permian Basin.

Watercolor painter Zoë Carter, displayed at the University of Texas of the Permian Basin. Found via Scientific Illustration.

Kim Timmerman.

Stylist Kim Timmerman, found via decor8.

West Elm

West Elm. (I’m much more taken with the wall than the vases, though…)

Companies will no longer be able to rely on contract wording unless it is clearly visible and easy to follow prior to the consumer making a decision about whether to buy and also will no longer be able to add default extra costs – the consumer will have to consciously select these.

Contracts for online transactions will also become easier to rescind if the buyer is not in agreement or not satisfied with the service received.

Consumers will be requested to actively confirm that they are conscious of all elements they have to pay for and must receive in writing the full terms.

Telephone lines to make complaints, cancel contracts or seek refunds may no longer cost the user any more than that of a basic local or national call, meaning premium-rate lines for customer service offices will be scrapped.

Cooling-off periods will extend from seven to 14 days and if the consumer has not received all relevant information, this will increase to 12 months.

Finally, abusive clauses will be removed by a judge and the contract will still stand if possible, although if removing an unfair contract term means the agreement is frustrated, it will be rescinded.

This new law is in response to a European Union Directive which Spain has agreed to adopt.

…
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#1 ☺Offices (Construction and Design Manual) Book Reviews 2013

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Book Description : For Offices (Construction and Design Manual)

Modern workspaces need to handle organizational complexity while providing the newest technology and equipment. More than that, office buildings are also the architectural calling-cards of modern businesses. Transparency, openness, and environmental sensitivity are the qualitites required of company headquarters and administrative buildings. In terms of interior design, the corporate image starts with the lobby and its furnishings. Thirty cutting-edge examples are presented in this handbook, which features acclaimed office designs from around the world.

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Non-Locking Passage Function (No Mortise Lock) *Solid Brass Plates & Finger Edge Pull Use on the Inactive Pocket Door on a Pair of Pocket Doors Meeting Together, Libraries & Offices Use on Any Passage Pocket Door Requiring No Locking Capability Such as Closets & Utlility Rooms Antique Nickel Finish; Made from Corrosion Resistant Solid Brass Material Fits Any Thickness Pocket Door *High Quality Craftsmanship Non-Locking Passage Function (No Mortise Lock) *Solid Brass Plates & Finger Edge Pull Use on the Inactive Pocket Door on a Pair of Pocket Doors Meeting Together, Libraries & Offices Use on Any Passage Pocket Door Requiring No Locking Capability Such as Closets & Utlility Rooms Antique Nickel Finish; Made from Corrosion Resistant Solid Brass Material Fits Any Thickness Pocket Door *High Quality Craftsmanship






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Mojito from Miami, Florida. Object in pic is larger than it appears.

Anways, welcome to my first blog page. The content I aim at sharing with you all will be a mixture of topics–mostly the strange, crazy and downright unbelievable things (and people), I encounter. I hope you will enjoy and remember: Live. Love. Laugh.

When the desk is full, I’ll use the sofa and the coffee table. And the chair in the corner. And the breakfast nook table downstairs. And the living room coffee table. Gah!

And I absolutely, absolutely HATE having to clear off a work space before I can start doing whatever it is I was going to do. But I do it, and everything is fine for a while, until I start filling the horizontal surfaces again. Gah!!

This pattern means that I still haven’t found a spot for everything. When everything has a place, it’s easy to put things away. It works well in other areas of our home, after all.

To work out a solution, I busted out my trusty pieces of paper and started playing around with new room configurations. This is the most promising one so far:

I need more desk space, which this plan accounts for. It will not affect the large pieces in the room, except for adding a third glass-door bookcase, so it should be reasonably easy to do. We’ve already bought the bookcase. I’ll try making a second desk by repurposing two low bookcases as endcaps. We’ve got the desktop for that, too. Now we can start putting the furniture together and move things around. But before that, I need to clean up the room to make space. GAH!