Monday, March 30, 2009
The Legend of Zelph!
Coming to an Action Figure near you!
“The contemplation of the scenery around us produced peculiar sensations in our bosoms; and subsequently the visions of the past being opened to my understanding by the Spirit of the Almighty, I discovered that the person whose skeleton was before us was a white Lamanite, a large, thickset man, and a man of God. His name was Zelph.”
"He was a warrior and chieftain under the great prophet Onandagus, who was known from the Hill Cumorah, or eastern sea to the
Sunday, March 29, 2009
Road Trip Anyone?
Road Island Diner in Oakely, Utah (Not far from Park City) Who's with me - Who's with Watson?
Check it out here: Road Island Diner
Friday, March 27, 2009
Thursday, March 26, 2009
Squatters India Pale Ale
Squatters India Pale Ale
6.0% alcohol by volume
Available now in state liquor stores!
Wow, I really have to say that this is a fantastic Beer! There is actually hope for IPAs and more importantly Utah Beer!
Wednesday, March 25, 2009
The Official ....
The Official Who's Watson breakfast...
Jim's Steak and Eggs...yummmmmmmy!
(and Rudy always gets the smallest meat...it is his curse for never asking out the blonde waitress)
Jim's Steak and Eggs...yummmmmmmy!(and Rudy always gets the smallest meat...it is his curse for never asking out the blonde waitress)
Monday, March 23, 2009
I'll buy that for a Dollar!!!!!!!!
Introducing British babe Lucy Pinder! Oi Oi Oi!
Wanna see more? Google Image Search is your friend :-)
Safe Search is your enemy >:-(
The Official Beer of Who's Watson
Now it's official...and here is one for each of us. Ahh, Many-e-faces...if you don't want yours, I would be happy to help you out.
Boddington's - The Official Beer of Who's Watson
Boddington's - The Official Beer of Who's Watson
Sunday, March 22, 2009
Tales From Jaro's Facebook Inbox
Hello Jaro,
Trying to identify our very good friend from Slovakia who looks like you and has the same last&first name.
We hope that we will receive a good news.
Du*** and Mar***.
PS.waiting for your reply anxiously.
==================================================================
Could this be a link to find the real Jaro????????
Trying to identify our very good friend from Slovakia who looks like you and has the same last&first name.
We hope that we will receive a good news.
Du*** and Mar***.
PS.waiting for your reply anxiously.
==================================================================
Could this be a link to find the real Jaro????????
Saturday, March 21, 2009
The Sinful Dwarf!!
“THE MOTHER OF ALL 'DWARFSPOLITATION' FILMS!
Over The Top With Nudity, Sex And Disturbing Images.
It Just Doesn't Get Any Sleazier, Folks!”
- The Daily Grindhouse
Friday, March 20, 2009
"The Official Posts"
Hey gang! You asked for it...you got it...the hottest posts in the land...the official Who's Watson recognition posts. Post 'em when you get 'em. So, without further ado, here is the first official Who's Watson award:
Heterosexual - The Official Orientation of Who's Watson!
Heterosexual - The Official Orientation of Who's Watson!
Monday, March 16, 2009
Sunday, March 15, 2009
Friday, March 13, 2009
Thursday, March 12, 2009
Count Grishnackh : Coming to town near you
"After 16 years of imprisonment Varg Vikernes will soon be released from the prison."
http://www.burzum.org/eng/news.shtml
Wednesday, March 11, 2009
Turnaround as a corporate (reactive) strategy
Turnaround
For any one of a large number of reasons, a firm can find itself with declining profits. Among these reasons are economic recessions, production inefficiencies, and innovative breakthroughs by competitors. In many cases, strategic managers believe that such a firm can survive and eventually recover if a concerted effort is made over a period of a few years to fortify its distinctive competences. This grand strategy is known as turnaround. It typically is begun through one of two forms of retrenchment, employed singly or in combination:
1. Cost reduction. Examples include decreasing the workforce through employee attrition, leasing rather than purchasing equipment, extending the life of machinery, eliminating elaborate promotional activities, laying off employees, dropping items from a production line, and discontinuing low-margin customers.
2. Asset reduction. Examples include the sale of land, buildings, and equipment not essential to the basic activity of the firm and the elimination of “perks,” such as the company airplane and executives’ cars.
Interestingly, the turnaround most commonly associated with this approach is in management positions. In a study of 58 large firms, researchers Shendel, Patton, and Riggs found that turnaround almost always was associated with changes in top management. Bringing in new managers was believed to introduce needed new perspectives on the firm’s situation, to raise employee morale, and to facilitate drastic actions, such as deep budgetary cuts in established programs.
Strategic management research provides evidence that the firms that have used a turnaround strategy have successfully confronted decline. The research findings have been assimilated and used as the building blocks for a model of the turnaround process shown in Exhibit 6–11.
The model begins with a depiction of external and internal factors as causes of a firm’s performance downturn. When these factors continue to detrimentally impact the firm, its financial health is threatened. Unchecked decline places the firm in a turnaround situation.
A turnaround situation represents absolute and relative-to-industry declining performance of a sufficient magnitude to warrant explicit turnaround actions. Turnaround situations may be the result of years of gradual slowdown or months of sharp decline. In either case, the recovery phase of the turnaround process is likely to be more successful in accomplishing turnaround when it is preceded by planned retrenchment that results in the achievement of near-term financial stabilization. For a declining firm, stabilizing operations and restoring profitability almost always entail strict cost reduction followed by a shrinking back to those segments of the business that have the best prospects of attractive profit margins. The need for retrenchment was reflected in unemployment figures during the 2000–2003 recession. More layoffs of American workers were announced in 2001 than in any of the previous eight years when U.S. companies announced nearly 2 million layoffs as the economy sunk into its first recession in a decade.
The immediacy of the resulting threat to company survival posed by the turnaround situation is known as situation severity. Severity is the governing factor in estimating the speed with which the retrenchment response will be formulated and activated. When severity is low, a firm has some financial cushion. Stability may be achieved through cost retrenchment alone. When turnaround situation severity is high, a firm must immediately stabilize the decline or bankruptcy is imminent. Cost reductions must be supplemented with more drastic asset reduction measures. Assets targeted for divestiture are those determined to be underproductive.
In contrast, more productive resources are protected from cuts and represent critical elements of the future core business plan of the company (i.e., the intended recovery response).
Turnaround responses among successful firms typically include two stages of strategic activities: retrenchment and the recovery response.
Retrenchment consists of cost-cutting and asset-reducing activities. The primary objective of the retrenchment phase is to stabilize the firm’s financial condition. Situation severity has been associated with retrenchment responses among successful turnaround firms. Firms in danger of bankruptcy or failure (i.e., severe situations) attempt to halt decline through cost and asset reductions. Firms in less severe situations have achieved stability merely through cost retrenchment. However, in either case, for firms facing declining financial performance, the key to successful turnaround rests in the effective and efficient management of the retrenchment process.
The primary causes of the turnaround situation have been associated with the second phase of the turnaround process, the recovery response. For firms that declined primarily as a result of external problems, turnaround most often has been achieved through creative new entrepreneurial strategies. For firms that declined primarily as a result of internal problems, turnaround has been most frequently achieved through efficiency strategies. Recovery is achieved when economic measures indicate that the firm has regained its pre downturn levels of performance.
For any one of a large number of reasons, a firm can find itself with declining profits. Among these reasons are economic recessions, production inefficiencies, and innovative breakthroughs by competitors. In many cases, strategic managers believe that such a firm can survive and eventually recover if a concerted effort is made over a period of a few years to fortify its distinctive competences. This grand strategy is known as turnaround. It typically is begun through one of two forms of retrenchment, employed singly or in combination:
1. Cost reduction. Examples include decreasing the workforce through employee attrition, leasing rather than purchasing equipment, extending the life of machinery, eliminating elaborate promotional activities, laying off employees, dropping items from a production line, and discontinuing low-margin customers.
2. Asset reduction. Examples include the sale of land, buildings, and equipment not essential to the basic activity of the firm and the elimination of “perks,” such as the company airplane and executives’ cars.
Interestingly, the turnaround most commonly associated with this approach is in management positions. In a study of 58 large firms, researchers Shendel, Patton, and Riggs found that turnaround almost always was associated with changes in top management. Bringing in new managers was believed to introduce needed new perspectives on the firm’s situation, to raise employee morale, and to facilitate drastic actions, such as deep budgetary cuts in established programs.
Strategic management research provides evidence that the firms that have used a turnaround strategy have successfully confronted decline. The research findings have been assimilated and used as the building blocks for a model of the turnaround process shown in Exhibit 6–11.
The model begins with a depiction of external and internal factors as causes of a firm’s performance downturn. When these factors continue to detrimentally impact the firm, its financial health is threatened. Unchecked decline places the firm in a turnaround situation.
A turnaround situation represents absolute and relative-to-industry declining performance of a sufficient magnitude to warrant explicit turnaround actions. Turnaround situations may be the result of years of gradual slowdown or months of sharp decline. In either case, the recovery phase of the turnaround process is likely to be more successful in accomplishing turnaround when it is preceded by planned retrenchment that results in the achievement of near-term financial stabilization. For a declining firm, stabilizing operations and restoring profitability almost always entail strict cost reduction followed by a shrinking back to those segments of the business that have the best prospects of attractive profit margins. The need for retrenchment was reflected in unemployment figures during the 2000–2003 recession. More layoffs of American workers were announced in 2001 than in any of the previous eight years when U.S. companies announced nearly 2 million layoffs as the economy sunk into its first recession in a decade.
The immediacy of the resulting threat to company survival posed by the turnaround situation is known as situation severity. Severity is the governing factor in estimating the speed with which the retrenchment response will be formulated and activated. When severity is low, a firm has some financial cushion. Stability may be achieved through cost retrenchment alone. When turnaround situation severity is high, a firm must immediately stabilize the decline or bankruptcy is imminent. Cost reductions must be supplemented with more drastic asset reduction measures. Assets targeted for divestiture are those determined to be underproductive.
In contrast, more productive resources are protected from cuts and represent critical elements of the future core business plan of the company (i.e., the intended recovery response).
Turnaround responses among successful firms typically include two stages of strategic activities: retrenchment and the recovery response.
Retrenchment consists of cost-cutting and asset-reducing activities. The primary objective of the retrenchment phase is to stabilize the firm’s financial condition. Situation severity has been associated with retrenchment responses among successful turnaround firms. Firms in danger of bankruptcy or failure (i.e., severe situations) attempt to halt decline through cost and asset reductions. Firms in less severe situations have achieved stability merely through cost retrenchment. However, in either case, for firms facing declining financial performance, the key to successful turnaround rests in the effective and efficient management of the retrenchment process.
The primary causes of the turnaround situation have been associated with the second phase of the turnaround process, the recovery response. For firms that declined primarily as a result of external problems, turnaround most often has been achieved through creative new entrepreneurial strategies. For firms that declined primarily as a result of internal problems, turnaround has been most frequently achieved through efficiency strategies. Recovery is achieved when economic measures indicate that the firm has regained its pre downturn levels of performance.
Eye Candy : Before Work Edition
Something to help the morning go by a little easier...well for me at least.
w0w Mates!
1nd33d!
Tuesday, March 10, 2009
Monday, March 9, 2009
FuN fAcTs ! ! !!! ! ! ! !
Democrats suck (except for Tyler)
Obama is already a more craptacular president than dubya
Republicans suck too, just not quite as much as Demz.
politicians on both sides are corrupt bastards. Both sides are responsible for the economic crap going on.
This BS is just the beginning. If you don't believe human embryos are human beings, you're an asshole. When my daughter Zoe was just an embryo in her mom's womb, too small to be seen with ultrasound, I knew she was a girl. I didn't think, or guess, I knew it. This may sound wacky, but I could sense things about her personality before she was bigger than a green bean.
Scientists and so-called experts who argue to the contrary can bite me.
I know this blog isn't the place for political rants, and I usually choose to not take place in political discussions, but I'm really disgusted with the way things are headed.
Anyways, I love you all. :) Let's have a movie night and forget about the whole thing.
Obama is already a more craptacular president than dubya
Republicans suck too, just not quite as much as Demz.
politicians on both sides are corrupt bastards. Both sides are responsible for the economic crap going on.
This BS is just the beginning. If you don't believe human embryos are human beings, you're an asshole. When my daughter Zoe was just an embryo in her mom's womb, too small to be seen with ultrasound, I knew she was a girl. I didn't think, or guess, I knew it. This may sound wacky, but I could sense things about her personality before she was bigger than a green bean.
Scientists and so-called experts who argue to the contrary can bite me.
I know this blog isn't the place for political rants, and I usually choose to not take place in political discussions, but I'm really disgusted with the way things are headed.
Anyways, I love you all. :) Let's have a movie night and forget about the whole thing.
Sunday, March 8, 2009
Saturday, March 7, 2009
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