Share this article View post tag: americas Back to overview,Home naval-today HMCS Athabaskan Holds Fleet Week New Orleans Reception View post tag: HMCS Athabaskan Authorities View post tag: New Orleans April 27, 2015 The Royal Canadian Navy’s top officer hosted allied participants of Fleet Week New Orleans April 25 aboard the Royal Canadian Navy Iroquois-class destroyer HMCS Athabaskan.Vice Adm. Mike Norman, commander of the Royal Canadian Navy, welcomed aboard Sailors and Marines from the U.S. and U.K. who are in New Orleans until April 29.The Fleet Week is a weeklong celebration and collaboration between six ships representing the U.S. Navy, U.S. Marine Corps, U.S. Coast Guard, Royal Navy, Royal Canadian Navy and the community of New Orleans.U.S. Navy ships participating in Fleet Week NOLA include amphibious assault ship USS Wasp (LHD 1), and Arleigh Burke-class guided-missile destroyers USS Cole (DDG 67) and USS James E. Williams (DDG 95). The Royal Navy sent the Duke-class British frigate HMS Lancaster.[mappress mapid=”15791″]Image: US Navy HMCS Athabaskan Holds Fleet Week New Orleans Reception View post tag: Fleet Week
Our cultural highlight of the month comes courtesy of the Home Grown Cereals Authority, whose Grassland and Muck 2011 event and no, we’re not talking about Glastonbury is shaping up to be the must-be-seen-at society function of the season. Farmers are invited to bring along a manure sample with them to this special celebration of slurry in May. The first 25 farmers to bring along a sample will qualify for free muck analysis. Get in line we’ve already got our tent pitched at the entrance (the bucket’s staying outside).
By Dialogo August 30, 2013 These weapons may be used with different accessories produced in the country, such as laser sights, infrared thermal sights, 40 mm- grenade launcher, bayonets, etc. We are positive that the Imbel IA2 will be the perfect substitute for the FAL, a weapon that has become a legend in the Brazilian Army,” the military officer stated. The commander of the Parachute Brigade, Brigadier General Roberto Escoto, confirmed that these weapons operated successfully during the tests. “Imbel IA2 is a national project with the goal of replacing the old FAL and PARA-FAL rifles. We jump on the Negro River fully equipped for combat with the new 5.56 mm version, which is lighter, more sophisticated, polymer-based, and highly reliable, as it was proven during the tests in different scenarios. The new assault rifles IA2 caliber 5.56 mm and 7.62 mm, designed by Brazilian military weapons manufacturer Imbel, are being tested before being introduced into the Armed Forces. The Brazilian Army received a batch of 1,500 of these weapons in order to be evaluated by different operational units at Operation Bumerangue II, an operation carried out by the Amazonian Parachute Brigade, an elite unit that jumped on the Negro River equipped with 5.56 mm IA2 rifles (precursor and free jump operation). The potential order for the Imbel IA2 for the Brazilian Armed Forces could be in the range of over 500,000 units, and the weapon, ready to be exported, has attracted South American, African and Asian countries. Congratulations to Imbel!! It was able to reinvent FAL and its derivates. It is the same rifle, but with a polymer pistol grip and a piccantiny rail, probably it has the same weight and other similar and obsolete characteristics. We shall wait to see how much it will cost, since the other IMBEL rifles are much more expensive than the imported â€œsimilarâ€ ones. It is indeed very expensive to change the machinery, the production line and to invest in technology, but thatâ€™s the price to be paid if one wants a high-tech industry. The IA2 5,56 is a rifle totally new, with several modern characteristics, including the ability to shoot after being â€œsubmergedâ€ in water.On the other hand, the IA2 7,62 is the FALâ€¦ Yes, it will use some parts of the OLD fal, as handle/barrel/triggers which substituted only “upper/lower receivers and the frontguard.
“You know taxes are illegal, right? It’s just modern day slavery,” the young man earnestly told his dad, as I eavesdropped from my neighboring booth in a local diner on Saturday morning.Fifty years ago, in a similar political conversation, this young man would have groused about fascist war pigs and the establishment. Youthful distrust of the government is nothing new, but these days, it’s not just young Americans who feel the need to stick it to The Man.Say what you will about Donald Trump, but that man understands marketing. While other Republican presidential hopefuls trotted out the same old outdated messages, Trump recognized attitudes among the working class, the backbone of the Republican party, had changed. Factory and farm jobs have disappeared, and many who have attempted upward mobility through higher education have come up dry.Economic inequality has been a reality for minorities throughout America’s history, but for working class whites, the struggle is relatively new. And according to them, there’s no hope in sight.CNN conducted an extensive survey of white working class Americans in an attempt to better understand Trump’s supporters. The results aren’t surprising, but they are among the first to quantify the reasons behind Trump’s political success.Sure, some Trump supporters are racist, and those idiots are on full display on social media. However, racism hasn’t fueled Trump’s momentum. Dismissing it as such is short sighted, and the CNN survey confirms that. Sixty-two percent of those surveyed blamed the federal government for their economic problems. Sixty-two percent also said it’s harder to get ahead financially than it used to be, and 67% said it’s harder to find good jobs.Working whites were significantly more pessimistic than working class minorities about the government, the economy and the future. Plenty of news articles have asserted those perceptions are wrong, and the U.S. is actually stronger than ever, but tell that to the factory worker laid off in Ohio, the unemployed ag worker in Alabama, the Kansas school librarian whose position was eliminated or the cocktail waitress whose casino closed in New Jersey. These folks don’t want a government handout, they want jobs. They want to work hard, and at the end of the day, receive enough money to pay their bills.As a political outsider, Trump can distance himself from the blame, but can he deliver a solution? Even Trump supporters aren’t entirely sure. The fact that he’s touting Kansas Governor Sam Brownback as his economic adviser is a bad sign. However, enough Americans are so desperate, they’re willing to take the risk with a wildcard.Where do credit unions fit into this mess? For starters, they’ve been affected by these job losses. Once upon a time, those blue collar jobs represented credit union legacy sponsors. Community charters weren’t just a fad, credit unions had to expand beyond the factory to grow. Low-income designations aren’t just a way to skirt the member business lending cap; there’s a real need to serve poor populations in communities all across America, particularly in regions that were once prosperous.For years, credit unions have marketed themselves as having the same products, services and conveniences as banks, but at a lower price point. The cooperative nature of the institution was a marketing afterthought, if addressed at all.The Trump narrative changes that. Banks are part of the distrusted establishment.The father and son I overheard at the diner also discussed loans. The father suggested his son refinance his mortgage to a 15-year term or make twice monthly payments.“You don’t want to pay on that for the rest of your life,” the father advised.“They wouldn’t let me do that,” the son countered. “Why would they when it would mean they make less money?”The father assured his son that to keep his business, the bank would refinance the loan into a shorter term or with more frequent payments.I listened closely. There was no mention of a credit union option. For all I know, the son’s loan is at a credit union and they don’t know the difference.November 5 marks the five-year anniversary of Bank Transfer Day. Credit unions saw a huge swell in membership thanks to one angry consumer and her Facebook page, yet the community hasn’t since leveraged anti-bank sentiment to replicate that success since. The recent Wells Fargo scandal was much worse than Bank of America’s decision in 2011 to charge a $5 monthly debit card fee, and yet most credit unions say they won’t capitalize on the Wells Fargo scandal to market credit unions.Americans are as fed up with banks as they are career politicians. Credit unions should take Donald Trump’s lead and aggressively court working class bank customers by positioning themselves as alternative to Wells Fargo. Of course, this can be accomplished with more class than Trump has displayed, but it will require a more direct approach than the usual baby ducks and rainbows credit union marketing strategies.Credit unions need to get fed up with banks, too. Their trade association is suing the NCUA over its MBL rule. Remember the embarrassing banker campaign that questioned CUNA’s Bank Transfer Day membership numbers? And then there’s the constant banker lobbying on Capitol Hill to tax credit unions.It’s time credit unions stick it to banks. Working class Americans and their financial cooperatives deserve better. 79SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Heather Anderson Heather Anderson is co-founder of OmniChannel Communications, a marketing company that serves fintech and asset/liability management firms. Previously, she was executive editor of Credit Union Times. She has more … Web: www.omnichannelcommunications.com Details
There is no shortage of “good brands” out there. But when a brand graduates from good to great, that’s where the magic happens. A brand is the promise of an experience. Whether it’s the hope that comes with new opportunities or knowledge, or the sense of pride that an action instills, emotions tied to particular experiences guide human decision making and memory. In the end, it is the emotional resonance of those experiences that makes a brand memorable and elevates it from good to great. In working with financial brands across the country for many years, I’ve experienced firsthand what brands have done to hit home runs for their audience. Brands that successfully curate memorable experiences have two things in common: they understand and embrace their “why,” and they lean hard into data. This results in a deep understanding of who they are and who matters to them, which allows them to champion a consistent, effective brand identity across all channels.So how do you up the ante from good to memorable? Start by asking these three questions about your credit union.1. Does your brand experience align with your “why”?Over 10 years ago, author and leadership expert Simon Sinek grabbed the attention of business leaders around the world with the notion of starting with why. He posited that consumers don’t buy what you do, they buy why you do it. This idea challenged the belief that consumers are all rational creatures who buy solely based on price, rates or features. Instead, Sinek asserted, consumers make purchasing decisions in alignment with their value systems AND based on emotion. Simply put, the experience that your brand offers should match your market’s end goal; for credit unions, you should constantly be asking what are my members – both current and prospective – looking for and what do they need or want to feel. All of these elements make up your target audience’s “why.” Bypassing the why is one of the most common missteps I’ve seen clients make. Too often, brands focus on the products or services they bring to the table, rather than the innate reasons a person would want them in the first place. Members are real people with complex stories of their own that resonate with the same human truths that drive each of us to action. Think of it this way: people don’t want a loan for the sake of a loan. And they don’t even necessarily want a loan because they want a house. What people want is the life achievement that buying a home represents; that feeling of security, of being able to provide for their loved ones, accomplishment, validation and pride.Once you understand the why, you can make intentional connections throughout the member journey that reinforce the understanding of what you stand for and what promises your brand is making to the member if they engage with you. These connections can be scaled greatly, ranging from highly produced, experiential interactions at every touchpoint, to the well-timed share of a member testimonial that inspires someone to see themselves in your brand and your mission. 2. Does the market connect with your brand in the way you intend?Understanding the why doesn’t carry much weight if you misinterpret the how. How does your target audience see you? How do you want to be seen? How much space exists between these truths? That gap is typically what inhibits the positive growth brands strive for. Our brains are inundated with information. As a result, if we can’t make a personal connection, our brain moves on to process the next piece of information vying for our attention. I saw this play out recently while working with a credit union who sought help in battling stagnant membership growth. They were firmly established and positioned themselves as a luxury brand that took pride in their high-level, personalized service. Following suit, their ads painted the picture of an upscale lifestyle: big houses, expensive clothing and extravagant cars. When we dug into the data and individual testimonies beneath the assumptions, a large difference in perception versus reality was revealed. Ultimately, prospective members could not see themselves reflected in the brand. Instead of feeling empowered and catered to by what the brand was projecting, members of the credit union’s target audience felt inadequate and like they didn’t belong. Leadership was shocked by these findings, as their strong existing member relationships afforded them a misplaced sense of comfort. How do you avoid this common pitfall? First, take stock of your current market perception. Test your assumptions regularly to ground your action in a data-based strategy. Make it an annual priority to take a pulse check of your brand and target market, and any changes in the gap between them. Understand your competitive environment. This includes not only your current members, but also those who went elsewhere. Staying in touch with and analyzing changes in consumer trends helps you proactively identify areas of disconnect and make appropriate changes to your brand experience. This is crucial to creating a brand that continues to resonate with prospective members over time. 3. Are you expressing your brand consistently?Seemingly simple, this one carries a lot of weight. With multiple touchpoints, members can experience your brand across many channels. While adaptations may be necessary for specific platforms or to accommodate unprecedented circumstances (a global pandemic, perhaps?), your brand should be communicating and reinforcing the same story everywhere. Why is this so important? Consistency is key to brand recognition and trust. It’s important to remember that not every consumer will interact with your brand everywhere, so making sure your brand maintains consistency across all channels is key to a strong and resonant brand experience.We often see clients create beautiful websites and other digital collateral, but the experience feels very different in other channels, creating a disconnect for users. With that gap comes the increased opportunity for customers to look elsewhere to a solution that makes more sense to them. While websites are perceived to offer more flexibility, if done well, the experience delivered in a branch or through other channels can be flexible and convey the same feeling of connection and belonging.What makes brands competitive today isn’t the product or service they sell, but the experience they offer. Consumers want an experience that is comfortable, user-friendly and dynamic; one that resonates with them on a personal level. From your physical branch to your digital channels, every interaction is an opportunity to build a relationship with your members. If you view every aspect of your brand through this experiential lens and ground your message in emotional, contextually relevant human truths, that is what will take you from good to memorable. 1SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Rachel Scott Rachel Scott is Brand Lead at La Macchia Group, where her more than five years of experience crafting brand identities for financial institutions has included several award-winning rebrands. Contact Rachel … Web: www.lamacchiagroup.com Details
Going into the protests, Sgt. Davis said they had to be prepared for anything. He says they must protect the protesters and the businesses in the area. BINGHAMTON (WBNG) – “As an African American, as a black father, as a black man it hits me personally,” Broome County Sheriff’s Office Director of Training Sergeant Sam Davis told 12 News Tuesday regarding the protests of the death of George Floyd. He sees the protests as the first step in the first direction. He got a first-hand look at Binghamton’s protests advocating for equal rights. “We as officers are going to have to be a little more compassionate in the community,” he says. “[We] understand what our community members are going through and what they are feeling and just try and be a little more open.” Sgt. Davis old 12 News, “Talking is not going to be the only thing to get this done but myself and sheriffs office and every other agency in this community are all eyes and we are going to do whatever we can to make sure our community stays safe.” “Protesting a part of history, it’s about giving people a chance to voice their concerns,” Sgt. Davis says. He feels change can start right here at the Broome County Sheriff’s Office. Sergeant Davis, has worked for the Broome County Sheriff’s Office for 15 years. Sgt. Davis, is the director of training and said preparing sheriffs deputies for the protests was simply about having an open mind. “We pay attention to the protests happening in other areas, that is critical.,” he said. “It is important to pay attention. We want to understand what people are protesting about.” “Behind the scenes there are talks that are going on and we get it,” he says. “We 100% get it. We’re happy that they feel they can say what they want to say.” He says he never experienced anything like this.
Officials say you should self-quarantine if you were at these locations at the respective times for 10 minutes or more. The individual was also on B.C. Transit bus #53 on Oct. 19 from the hours of 6 to 7 a.m. and 4:30 to 5:30 p.m. The health department says the individual was on B.C. Transit bus #57 on Oct. 17 between the hours of 11 a.m. and 12 p.m. and 5 and 6p.m. and Oct. 21 from 10:30 to 11:30 a.m. If you were on either of these buses at the times listed above the health department asks you to self-quarantine for 14 days past the date of exposure. BROOME COUNTY (WBNG) — The Broome County Health Department has learned a person who used B.C. Transit buses has tested positive for COVID.
Google Deepmind head Demis Hassabis speaks during a press conference ahead of the Google DeepMind Challenge Match in Seoul on March 8, 2016.Jung Yeon-Je | AFP |Getty Images | Getty Images DeepMind set out to crack artificial general intelligence (AGI), which is often referred to as the holy grail in AI. But, Sheikh said: “The concern, the question marks, have always been in commercialization … How do you do it?”While Google has found uses for DeepMind’s AI, its technology has not been widely applied elsewhere. It has partnered with the U.K. National Health Service but the size and scope of the project is relatively limited. DeepMind was also in talks with electricity grid operator National Grid, but ultimately it came to nothing.The Google acquisition gave DeepMind access to vast amounts of computing power that Google has across its data center network, which has allowed it to train AI models to do things like play abstract strategy board game Go. It also gave the start-up access to engineering talent, and a steady stream of finance. DeepMind costs Google’s parent company Alphabet hundreds of millions of dollars every year. In 2018, it made a loss of £470 million ($622 million), up from £281 million in 2017 and £127 million in 2016. Its losses are growing because it continues to hire hundreds of expensive researchers and data scientists but isn’t yet generating any significant revenue.Jon Crowcroft, a computer science professor at the University of Cambridge, told CNBC that it’s hard to see a business case for DeepMind’s scale and burn rate.“A normal investor would be looking at big customers and an income stream well before now,” Crowcroft said. “They have developed techniques and prototype tools that could lead to that, but [there is] a long way between lab and reality.”Another industry source, who did not wish to be named due to the sensitive nature of the matter, agreed that DeepMind would have eventually needed a big tech parent to survive indefinitely. “The company is engaging in research, not products, and wouldn’t be able to obtain indefinite VC funding without eventually having a business model,” they said, adding that Google is an excellent fit.“Google is large enough and AI is fundamentally important enough for its (highly profitable) business model that having DeepMind as a subsidiary makes solid commercial sense,” the source added. “If you think about DeepMind on its own today, DeepMind would have probably failed as a company because you wouldn’t be able to commercialize anything.”A DeepMind spokesperson said: “We chose Google as a partner because it was clear they were as passionate about AI as we were and since then our partnership has gone from strength-to-strength in pursuit of our shared long-term ambition for responsible and impactful AI.”Sheikh, who claims to be a friend of the company’s CEO and co-founder Demis Hassabis, said there were concerns about how DeepMind was ever going to make money from the beginning. “We spent five years in close discussions about this whole DeepMind thing,” he said.- Advertisement – – Advertisement – – Advertisement – LONDON — One of DeepMind’s first investors believes the artificial intelligence company wouldn’t be around today if it hadn’t been acquired by Google.Founding investor Humayun Sheikh, who held 43,750 of DeepMind’s 3,386,754 shares in 2011, told CNBC that the London AI lab would have “probably failed” if Google hadn’t bought it for a reported $600 million in 2014. Facebook was also interested in buying DeepMind but ultimately the company accepted Google’s offer.“Commercialization for any AI based company is very difficult, unless you get absorbed by a big corporate,” said Sheikh, who now runs his own AI business called Fetch.ai, on a call last Friday. – Advertisement –