Friday, October 19, 2012

Chinese online retail giant 360buy spreads worldwide, may keep Amazon on its toes

Chinese online retail giant 360buy spreads worldwide, may keep Amazon on its toes

Many of us who live in North America and Europe consider Amazon synonymous with online retail -- yet we forget that the company barely even registers in some parts of the world. That misconception is about to be cleared up now that one of China's largest online retailers, 360buy, is going global. A just-launched English version of the store is initially shipping China-made goods for free to 36 countries that include obvious candidates like Australia, Canada, the UK and the US as well as France, Germany and southeast Asia. You're unlikely to find a Kindle Fire HD equivalent in the selection, but the mix could still make Amazon nervous when the brand-agnostic can already find real bargains. Combined with long-term plans to set up local distribution points, 360buy's international expansion could get more of us comfortable with buying from China and heat up a retail race that some thought had already been won.

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Chinese online retail giant 360buy spreads worldwide, may keep Amazon on its toes originally appeared on Engadget on Fri, 19 Oct 2012 14:04:00 EDT. Please see our terms for use of feeds.

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Source: http://www.engadget.com/2012/10/19/chinese-online-retail-giant-360buy-spreads-worldwide/

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Argue Over Money? Your Kids May Suffer

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KCET, Link TV to Form New KCETLink

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Thursday, October 18, 2012

Reports put new spin on story of moon's creation

Scientists may never know exactly how the moon and Earth were formed some 4.5 billion years ago, but this week their understanding of the cataclysmic event made a significant leap forward.

In a slew of studies published Wednesday, planetary scientists provided new evidence supporting the long-standing ? but imperfect ? theory that the Earth and moon formed after the proto-Earth collided with another huge planetary body, sometimes referred to as Theia.

Some of that evidence comes from super-precise measurements of the zinc in lunar rock samples collected by Apollo astronauts. These findings, reported in the journal Nature, support the idea that the moon's birth had to have resulted from "a big event with lots of energy," strong enough to vaporize rock, said study leader Frederic Moynier, a geochemist at Washington University.

Separately, two studies published in the journal Science detailed two scenarios of what such a powerful crash might plausibly have looked like.

Both collision-simulation papers may solve an intractable problem with the classic story scientists told about the moon's birth. That story goes something like this: Two planets, one Earth-sized and one Mars-sized, slammed together. The smaller body, Theia, was obliterated completely, its materials flung asunder to form a disk around the Earth that before long coalesced to form the moon.

The theory explains the distance between the two bodies, their relative sizes and other physical properties. But in the last decade or so, a problem arose: The chemistry didn't match up with the physics.

"What's happening now is an attempt to salvage the theory," said Erik Asphaug, a planetary scientist at UC Santa Cruz who was not involved in the new research.

According to computer simulations of the theorized collision, the moon should have been composed mainly of materials from Theia. Instead, analysis showed that rock samples from the moon and Earth appeared to contain the same amounts of the same types of oxygen, titanium, silicon and other elements.

The similarity of these distinct chemical isotopes was taken as a sign that the Earth and moon were actually made of the same stuff ? and meant that planetary scientists would need to rethink the details of how the giant impact happened, said Harvard University researcher Matija Cuk, a coauthor of one of the new simulations.

The main problem the computer modelers faced was that any collisions resulting in an Earth and a moon with shared geochemistry required the ancient Earth to be spinning too fast to allow for the 24-hour rotation that exists today.

Cuk and his Harvard colleague Sarah Stewart solved the conundrum by suggesting that a fast-spinning proto-Earth could have slowed during a period when the moon and the sun aligned in such a way that gravity warped Earth's orbit, putting the brakes on its rotation.

Plugging the appropriate conditions into their computer simulation, they found that a small body about half the size of Mars striking the early Earth nearly head-on would completely obliterate both bodies, with all the material mixing together.

"Everything is molten," Cuk said.

Most of the heavy iron from both planetary cores would combine and coalesce to form Earth's core. The blended lighter rock from both bodies would form the outer layers of the Earth as well as the moon.

Robin Canup, a planetary scientist at the Southwest Research Institute in Boulder, Colo., used Cuk's and Stewart's idea about how the Earth's rotation might have slowed and developed another scenario for the moon's creation. Also writing in Science, she showed that two similarly sized bodies, each about half the mass of the modern Earth, could have collided at a relatively slow speed and merged, their contents creating a pool of material that later split apart into Earth and moon.

By figuring out how Earth's spin might have slowed, Canup said, scientists have "greatly broadened the class of impacts that might be viable."

Caltech planetary scientist David Stevenson, who was not involved with the research, said that the new models "are a stepping stone toward a more satisfying story" but that "we're only part of the way."

David Paige, a moon expert at UCLA who was also not part of either modeling study, said it might not be possible to know exactly what happened.

"So much of what existed prior to the impact has been obliterated," he said. "It's a whodunit mystery with very few clues lying around."

He said, however, that isotopic research might offer part of the solution.

In the report published in Nature, Moynier and his colleagues used sophisticated mass spectrometry to show that the blend of different zinc isotopes on the moon is not the same as the blend on Earth. Lighter versions of the metal were slightly depleted on the moon, suggesting that the lighter zinc must have evaporated during some kind of impact, the team reported.

That doesn't do much to determine whether either collision scenario is correct. It may point a way forward for the planetary scientists who'll try to figure it out, however, Paige noted.

"It's through more measurements like this zinc one that we're able to better sort it out," he said.

For his part, Moynier said he planned to examine rubidium isotopes in lunar rocks next.

eryn.brown@latimes.com

Source: http://feeds.latimes.com/~r/latimes/news/science/~3/9E-R7tn1VQ0/la-sci-moon-history-20121018,0,316262.story

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Armstrong out as Livestrong head, loses sponsors

FILE - This Aug. 24, 2009 file photo shows Lance Armstrong during the opening session of the Livestrong Global Cancer Summit in Dublin, Ireland. Armstrong said Wednesday, Oct. 17, 2012, he is stepping down as chairman of his Livestrong cancer-fighting charity so the group can focus on its mission instead of its founder's problems. The move came a week after the U.S. Anti-Doping Agency released a massive report detailing allegations of widespread doping by Armstrong and his teams when he won the Tour de France seven consecutive times from 1999 to 2005. (AP Photo/Peter Morrison, File)

FILE - This Aug. 24, 2009 file photo shows Lance Armstrong during the opening session of the Livestrong Global Cancer Summit in Dublin, Ireland. Armstrong said Wednesday, Oct. 17, 2012, he is stepping down as chairman of his Livestrong cancer-fighting charity so the group can focus on its mission instead of its founder's problems. The move came a week after the U.S. Anti-Doping Agency released a massive report detailing allegations of widespread doping by Armstrong and his teams when he won the Tour de France seven consecutive times from 1999 to 2005. (AP Photo/Peter Morrison, File)

FILE - In this Aug. 22, 2010, file photo, cyclist Lance Armstrong greets fellow riders prior to the start of his Livestrong Challenge 10K ride for cancer in Blue Bell, Pa. Even after whistleblowers unveiled their scathing report portraying Armstrong as an unrepentant drug cheat, the argument over what to make of his life story rages on. (AP Photo/Bradley C Bower, File)

FILE - In this July 24, 2005 file photo, Lance Armstrong, of Austin, Texas, carries the United States flag and wears a jersey with Nike logos during a victory parade on the Champs Elysees avenue in Paris, after winning his seventh straight Tour de France cycling race. Armstrong stepped down as chairman of his Livestrong cancer-fighting charity and Nike severed ties with him as fallout from the doping scandal swirling around the famed cyclist escalated Wednesday, Oct. 17, 2012. (AP Photo/Peter Dejong, File)

FILE - In this July 24, 2005 file photo, Lance Armstrong wears a Nike logo on his jersey prior to the start of the 21st and final stage of the Tour de france cycling race, between Corbeil-Essonnes, south of Paris, and the French capital. Armstrong stepped down as chairman of his Livestrong cancer-fighting charity and Nike severed ties with him as fallout from the doping scandal swirling around the famed cyclist escalated Wednesday, Oct. 17, 2012. (AP Photo/Peter Dejong, File)

FILE - In an 80-foot billboard at 34th Street and 7th Avenue in Manhattan, Lance Armstrong and Nike challenge New Yorkers to "Run Like Lance" in an Oct. 2, 2006 file photo. Nike said Wednesday, Oct. 17, 2012 that it is severing ties with Armstrong, citing insurmountable evidence that the cyclist participated in doping and misled the company for more than a decade. (PRNewsFoto/NIKE, Inc., File)

AUSTIN, Texas (AP) ? Already an outcast in cycling after a massive doping report, Lance Armstrong absorbed hits much closer to home Wednesday: to his wallet and his heart.

Armstrong was dumped by Nike, Anheuser-Busch and other sponsors, and he gave up the top spot at Livestrong, his beloved cancer-fighting charity, a week after an anti-doping agency released evidence of drug use by the seven-time Tour de France winner.

Armstrong stepped down as chairman of Livestrong in an attempt to minimize the damage caused by the U.S. Anti-Doping Agency's report. USADA banned Armstrong from the sport for life and has ordered that his Tour titles be stripped, which could come before the end of the month.

"This organization, its mission and its supporters are incredibly dear to my heart," the cancer survivor said in a statement. "Today therefore, to spare the foundation any negative effects as a result of controversy surrounding my cycling career, I will conclude my chairmanship."

Minutes later, Nike dropped its personal sponsorship contract with him and issued a blistering statement that the company had been duped by his denials over the years.

"Due to the seemingly insurmountable evidence that Lance Armstrong participated in doping and misled Nike for more than a decade, it is with great sadness that we have terminated our contract with him. Nike does not condone the use of illegal performance enhancing drugs in any manner," the company said.

In 2001, the apparel company produced an anti-doping commercial, narrated by Armstrong, addressing allegations that he had used performance-enhancing drugs by mocking the question, "What am I on?" and answering that he trained on his bicycle "six hours a day."

Brewing giant Anheuser-Busch followed Nike's lead, saying: "We have decided not to renew our relationship with Lance Armstrong when our current contract expires at the end of 2012."

Soon after, other sponsors also cut ties with him. Among them were Trek bicycles and Honey Stinger, a maker of foods and gels for athletes.

"We are in the process of removing Lance Armstrong's image and endorsement from our product packaging," a Honey Stinger spokesman said. An image of Armstrong's signature that was on the site's front page earlier in the day appeared to be gone late Wednesday.

The FRS Co., which makes energy, diet and health drinks, said Armstrong had resigned from its board.

If there was a silver lining in the day for Armstrong, it was that his major sponsors said they will continue to support the charity, which started as the Lance Armstrong Foundation 15 years ago.

Another longtime sponsor, sportswear maker Oakley, said it is withholding a decision until the International Cycling Union ? the governing body for cycling ? decides if it will fight USADA's sanctions against Armstrong. UCI has until Oct. 31 to appeal USADA's sanctions against Armstrong to the world Court of Arbitration for Sport. If not, the penalties will stand.

Armstrong, who Forbes has estimated is worth about $125 million, was not paid a salary as Livestrong chairman and will remain on the charity's 15-member board. The duties of leading the board will be turned over to vice chairman Jeff Garvey, who was founding chairman in 1997.

Garvey will be responsible for big-picture strategic planning and will assume some of the public appearances and meetings that Armstrong used to handle.

At the entrance to the Livestrong headquarters in Austin, autographed framed yellow jerseys from each tour win are mounted on a wall near the entrance. Armstrong had a conference call with employees on Wednesday to explain his decision.

"I've been better and I've been worse," Livestrong President and CEO Doug Ulman quoted Armstrong as telling employees when asked how he was feeling.

Armstrong denies doping despite USADA's report, intended to explain its decision in August to punish Armstrong. He claims to have passed hundreds of drug tests but chose not to fight USADA in one of the agency's arbitration hearings, saying the process was biased against him.

Crisis management experts say the denials aren't enough to mitigate damage to Livestrong. Gene Grabowski, executive vice president of Levick, a Washington, D.C.-based crisis and issues management firm, called Armstrong's move a good one for the foundation.

"It helps take the bull's-eye off the chairman's back," Grabowski said. "It enables the charity to show it is taking the situation seriously. It probably won't satisfy everyone, but it will satisfy a good number of people. It's a step he had to take."

Kelly O'Keefe, professor of brand strategy at Virginia Commonwealth University, said it may be too late to completely salvage Livestrong's reputation. And Armstrong may never be able to fully resume his public role with the group, he said.

"From the brand perspective, Armstrong is done," O'Keefe said.

Unlike Tiger Woods and Michael Vick, athletes who also were embroiled in off-the-field scandals, Armstrong is tainted by charges of cheating in his sport, not transgressions in his personal life. After time away, Woods and Vick could return to the playing field to help redeem their public image.

"Armstrong doesn't have that. He's just a retired athlete with a tarnished image," O'Keefe said.

Nike's statement was notable both for the sudden decision to abandon him and the tone condemning an athlete it had strongly supported just a few days earlier. Armstrong tweeted earlier this month about a visit to Nike headquarters in Oregon.

The USADA report also had the disadvantage for Nike of putting previous allegations back in the spotlight, such as a claim from a 2006 lawsuit deposition given by Kathy LeMond, wife of Tour winner Greg LeMond, in which she accused Nike of paying cycling's international governing body to cover up a positive Armstrong drug test. Nike has denied the claim.

Other cancer organizations lauded Armstrong as an advocate in the fight against the disease.

"Armstrong has been a world leader in addressing the physical and emotional challenges that cancer patients face, both during and after treatment. He has personally campaigned tirelessly for increases in cancer research funding. He and this foundation have also been advocates for better access to quality cancer care ? for all people," said Dr. Larry Shulman, director of Dana-Farber Cancer Institute in Boston.

Armstrong's inspiring story of not only recovering from testicular cancer that had spread to his lungs and brain but then winning the world's best-known bike race helped his foundation grow from a small operation in Texas into one of the most popular charities in the country.

Armstrong drew legions of fans ? and donations ? and insisted he was drug-free at a time when doping was rampant in professional cycling. In 2004, the foundation introduced the yellow "Livestrong" bracelets, selling more than 80 million and creating a global symbol for cancer awareness and survival.

"As my cancer treatment was drawing to an end, I created a foundation to serve people affected by cancer. It has been a great privilege to help grow it from a dream into an organization that today has served 2.5 million people and helped spur a cultural shift in how the world views cancer survivors," Armstrong said in his statement. A spokesman declined comment on Nike ending its releationship with him.

Ulman had said last week that Armstrong's leadership role would not change. Armstrong's statement said he would remain a visible advocate for cancer issues, and was planning to speak at Friday night's 15th anniversary gala for Livestrong in Austin.

___

Business Writer Mae Anderson in New York contributed to this report.

Associated Press

Source: http://hosted2.ap.org/APDEFAULT/3d281c11a96b4ad082fe88aa0db04305/Article_2012-10-17-Armstrong-Livestrong/id-a4c6aa58b0754a4186ef7d3f7590abae

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How to Get Out of the Task Management Mentality


Everybody loves to have a career path. You don?t start at a company in the hopes of years later doing the exact same thing you were doing on the day you started. No?you start with a company because you want to grow, expand, push the envelope, bring value and ultimately move up the ladder. This means more responsibility, more accountability and ultimately more money.

What steps can you take as a project manager to get to this point of moving up in the organization? More than anything it has to do with mindset. It has more to do with how you view yourself and the value you bring to your company as it does the opportunities that will present themselves to you.

The following three mentalities are what you need to break free from to move forward:?1. The task management mentality;?2. The 9 ? 5 employee mentality?and 3. The ?can?t do? mentality.

1. The Task Management Mentality

The task management mentality focuses only on the ?here and now?.? You can identify people that have succumbed to this mentality with expressions like ?This is how we have done this particular way of doing things for years and it works just fine,? or ?I?m comfortable with doing it a particular way, and I really don?t see a need to make a change?, or ?A change means learning something new and gets in the way of how I?m currently doing things?.

You?ll need to stop saying these things out loud or even thinking them to yourself if you are interested in moving up the corporate ladder. Being at the top of an organization is all about breaking out of the existing way of doing things and trying something new. Otherwise, the competition will.

Below are a couple of suggestions for breaking free of the task management mentality:

Look beyond the here and now ? You need to see the big picture, not the immediate task that is at hand. Sure, you may feel that what you are doing is repetitive and the same every week. You may schedule the same project update meetings, or make sure the latest version of the plan is checked into the document repository, or even ask the same questions week after week. But, what is this helping move forward? Are you working on a project that will greatly reduce expenses or allow the sales team to sell more of your product? That?s what you need to focus on and not just the here and now.

Who cares if that?s the way it?s always been done ? ?Think about where we would be if brilliant creative minds such as Thomas Edison, Alexander Graham Bell, or Steve Jobs were content with that?s the way it?s always been done. Just because it?s been done a certain way over a long period of time?doesn?t?mean that it always has to be done that way. Change the task at hand to be more efficient, productive, or effective. It?s this type of thinking that is needed as you move up the corporate ladder.

2. The 9-5 Employee Mentality

I hate to say it, but I?ve worked with Project Managers that believe that they are on the clock only from 9:00-5:00. It?s as if they work somewhere mining coal and punch in when they arrive in the morning and punch out when they leave at the end of the day. And, you will never find them ?on the clock? at 8:59 and certainly not 5:01. By the way, this was the same project manager that liked throwing chairs across the room and kicking his desk, but that?s an entirely different article.

You may carry some of the bad habits or mentalities from other departments depending upon how you came up through the project management ranks. Some of these traits may be that you have to take breaks at a certain time of day, or lunch time can never be interrupted (?can?t you see that I?m at lunch?), or you may not be ?on the clock? yet and not able to provide answers or information until you are.

I know. Sounds incredible, but I?ve seen these behaviors by semi-proficient project managers in real life with my own eyes. ?Don?t talk to me, I haven?t had my morning oatmeal yet? followed by shutting something down later that afternoon that would take another 15 minutes to complete just because it was 5:00. True story.

You will never move up within an organization with that type of attitude. It just won?t happen. Rather, get into an attitude of flexibility rather than inflexibility. There?s give and take in any and every relationship we have. We?re not saying don?t take breaks, or lunch, or leave at a reasonable hour?just be reasonable about it.

3. The ?Can?t Do? Mentality

?We have a bit of a challenge ahead of us to get this done on time, do you think we could bend the project management rules just a bit to get this done a bit faster?? the salesperson asks the diehard task management mentality project manager.? ?Nope,? the project manager stubbornly replies. ?What if we moved this task around to here and shifted priorities for this one week, that might do it, right?? the salesperson continues. ?Nope,? the project manager stubbornly replies. It doesn?t matter if it?s two questions or a dozen, the answer is always the same ?nope, can?t do it?.

This ?can?t do? attitude is a career-path breaker. One thing that there?s no room in business for is just looking at the problems and what can?t be done and not coming up with alternatives or solutions. If you?ve had the opportunity to listen to and watch a good salesperson sell, they rarely say ?no?.? You may have feelings one way or another about their particular style or approach, but you have to appreciate the fact that they focus on what ?can? be done.

You can apply the same principle to the way you manage your projects and will quickly find yourself in a better position to move up in the organization. Nobody wants a ?yes-person that can?t deliver on their promises, but what they do want are people that come up with reasonable solutions that can be relied upon and delivered.

Do You Play Well with Others?

A bit of an extension to getting rid of this ?can?t do? mentality reminds me a bit about some recent shopping experiences. I was looking for a particular item in a store and was having trouble finding it. I asked the person that worked at the store where it was. ?Over there,? they said and pointed to the left. They never picked their head up, they didn?t look at me, and they immediately went right back to what they were doing. I couldn?t find what I was looking for and left the store.

The other store I went to I asked the same question. This time, the employee stopped what they were doing, took me to the item, and asked if there was anything else they could help me with. What a difference. I have a much better perception of the second employee than the first and will always go back to that store.

You can be guilty of the same behavior as a project manager. Somebody comes and asks you if you know where a file is or know who to talk to about the latest on a particular issue. Stop for a moment and give them the time of day. Show them where it is and maybe even walk them over to the person if need be. Don?t get so wrapped up in what you?re doing that you miss the big picture of being a team player and working well with others around you. Because, playing well with others is also a requirement for moving ahead in any organization.

If you are looking to get ahead, focus on getting out of the Task Management mentality, the 9-5 Employee Mentality, and the ?Can?t Do? Mentality and you will quickly find yourself playing well with others in the executive suite.

Article source: http://www.projectmanager.com/getting-out-of-task-management-mentality.php

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Shape of urine can indicate prostate issues: Characteristic shape of a man's urine can help diagnose urinary problems

ScienceDaily (Oct. 16, 2012) ? Scientists at Queen Mary, University of London have discovered that the characteristic shape of a man's urine stream could be used to help diagnose urinary problems.

The research, published Oct. 16 in PLOS ONE, is the first study to analyse the specific pattern a man's urine makes and whether it could be used to detect prostate problems.

Co-author Dr Martin Knight from Queen Mary's School of Engineering and Materials Science explained: "The characteristic shape is due to the surface tension in the urine and the elliptical shape of the urethra.

"The computer model matched perfectly to experiments in the laboratory and also with video data of human volunteers. There was an excellent correlation between the shape of the urine stream and the urine flow rate."

The medical engineers at Queen Mary used 60 healthy volunteers and 60 patients to test whether self-measurement of the shape of the urine stream could be used to predict maximum urine flow rate.

They found that a simple measurement of the characteristic shape of the flow pattern could accurately predict the maximum urine flow rate; important in the diagnosis of urinary problems such as those associated with prostate enlargement.

According to Prostate Cancer UK, about four out of every ten men over the age of 50 (40 per cent) and three out of four men in their 70s (75 per cent) have urinary symptoms that may be caused by an enlarged prostate.

Dr Knight said: "This research began as a student project when a team of urologists asked Queen Mary to come up with a simple non-invasive way of measuring urine flow rate that could be easily used at home where patient's urine flow rates are likely to be more typical than when urinating in hospital.

"The current techniques, although very accurate, are difficult or expensive to use reliably outside of the clinic. This new approach may therefore represent a useful solution to this important medical engineering problem, allowing men to easily monitor their urine flow rate."

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Story Source:

The above story is reprinted from materials provided by Queen Mary, University of London, via EurekAlert!, a service of AAAS.

Note: Materials may be edited for content and length. For further information, please contact the source cited above.


Journal Reference:

  1. Andrew P. S. Wheeler, Samir Morad, Noor Buchholz, Martin M. Knight. The Shape of the Urine Stream ? From Biophysics to Diagnostics. PLoS ONE, 2012; 7 (10): e47133 DOI: 10.1371/journal.pone.0047133

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Source: http://feeds.sciencedaily.com/~r/sciencedaily/~3/TN4uTnbFjQQ/121016173132.htm

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