Logistics, both in the west and in Asia

Over the past two years, investors and entrepreneurs have demonstrated a renewed interest in logistics, both in the west and in Asia.

Read more: ‘Uber for logistics’ is already happening in Asia, and Uber is getting left behind. Read




Assen 14 augustus 1946 Albertus Gerardus Conard BERT

Assen 14 augustus 1946
Als een vuurteken en onder het zonneteken LEEUW wordt er een creatieve en actieve organisator geboren.

Het getal 5
De vibratie van het getal 5 hoort bij de planeet Mercurius. Het vertegenwoordigt communicatie, beweging en veelzijdigheid. Het is het getal van het intellect en van modelinge en schriftelijke expressie.
Hij wordt beinvloed door het getal 5 omdat hij op de 14de van de maand geboren is. Mensen die op de 5de geboren zijn, staan vooral onder de invloed van dit getal. Dat geldt ook voor degenen die op de 14de geboren zijn.

Wisselwerking met het zonneteken Leeuw:
Dank zij zijn opvallend veelzijdige kracht harmoniseert dit getal met het zonneteken of staat er lijnrecht tegenover, afhankelijk van de stemming ven het moment. De aard van het moment is uiterst veranderlijk en het aanpassingvermogen is groot, zodat deze mensen het ene moment met zichzelf in harmonie leven als ze dat willen, en het andere in onvrede met zichzelf. Het is nooit eenvoudig deze mensen echt te leren kennen. Hun dromen veranderen als kwikzilver.

De betekenis van de 5-vibratie
De volgende definitie van het getal 5 geldt wederom zowel voor personen als voor entiteiten. Mensen met dit getal bezitten een grote natuurlijke charme en zijn in het algemeen van nature hoffelijk. Fouten en onnauwkeurigheden weten ze snel op te sporen en ze aarzelen niet erop te wijzen. Ze zijn zeer kritisch en niet in staat fouten te negeren (zowel die van zichzelf als van anderen).

Beweging en Uitdaging
het getal 14 op de geboortedag houdt verband met magnetische communicatie met het publiek door middel van schrijven, publiceren, en alle middelen van moderne media.
Parelgrijs lichtgroen en zilver zijn de kleuren die hem goed doen.

Bekende leeuwen:
Woody Harrelson, Eriq LaSalle, Jennifer Lopez, Amelia Earhart, Matt LeBlanc, Iman, Sandra Bullock, Kevin Spacey, Mick Jagger, Carl Jung, Stanley Kubrick, Confucius, Peggy Fleming, Beatrix Potter, Jacqueline Kennedy Onasis, Paul Taylor, Peter Jenning, Hilary Swank, Lisa Kudrow, Arnold Schwarzenegger, Wesley Snipes, Bill Berry, Jerry Garcia, Coolio, James Bladwin, Martin Sheen, Martha Stewart, Tony Bennett, Percy Bysshe Shelley, Raoul Wallenberg, Billy Bob Thornton, Neil Armstrong, Lucille Ball, Andy Warhol, David Duchovny, Dustin Hoffman, Whitney Houston, Gillian Anderson, Melanie Griffith, Antonio Banderas, Rosanna Arquette, Alex Haley, Mark Knopfler, Alfred Hitchcock, David Cosby, Halle Berry, Steve Martin, Earvin “Magic” Johnson, Marcia Gay Harden, Ben Affleck, Madonna, Angela Bassett, Sean Penn, Brenda Carlisle, Robert de Niro, Edward Norton, Robert Redford, Christian Slater, Matthew Perry, Bill Clinton, Connie Chung, Isaac Hayes, Alicia Witt, Wilt Chamberlaine, Tori Amos, Jennifer Lopez, Antonio Banderas, Steve Carell, Barack Obama, Casey and Ben Affleck, Whitney Houston, Fidel Castro, George Bernard Shaw, Madonna, Andy Warhol, Robert Redford, Dustin Hoffman, Alfred Hitchcock, Mae West, Jacqueline Kennedy Onassis, Robert De Niro, Arnold Schwarzenegger, Stanley Kubrick, Peter O’Toole, Emily Bronte, Bill Clinton.
1987 Linda Goodman’s Sterrentekens ” de geheime codes van het universum” Uitgegeven Uitgeverij Kosmos BV ISBN 90 215 1349

Facebook’s Incredible Potential as an Offline Retail Tool

Could Facebook Ads Replace the Circular for Retailers?

By: Dave Williams Published: November 09, 2012

With more than a billion users, Facebook has become a powerhouse in display advertising, but some continue to question whether Facebook ads can drive offline purchases.
That’s starting to change, as studies have indicated that online posts can have a huge impact on consumer action away from the platform. This correlation, along with Facebook’s commitment to new and improved ad products, means that Facebook is about to become the primary marketing tool for retailers and their brand co-marketing partners.
The long-awaited online to offline correlation comes from a study that recently appeared in the journal Nature that found that a single message sent to 61 million Facebook users influenced 340,000 of them to vote when they otherwise would not have. During the run-up to the presidential election, we saw major candidates, political parties, and a slew of advocacy groups turn to Facebook in an effort to sway undecided voters and drive voters to the ballot box.
It also implies that Facebook can influence offline shopping behavior, too, which is great news for retailers. Physical stores still account for 93 percent of total sales, and circular ads have historically been retail’s biggest tool for bringing consumers into stores. Retailers have been looking for a digital way to drive foot traffic.
Several companies have successfully built cooperative marketing structures online. Companies such as OwnerIQ, for example, enable online retailers like Crutchfield to retarget people who visit the web sites of electronics manufacturers, offering the flatscreen TVs they were just studying — at a discount. When it comes to driving brick-and-mortar sales from online, though, Facebook appears to offer the best solution yet. CPG brands gladly pay for retail circulars to help sell their products, and there’s reason to believe they could buy Facebook advertising to drive consumers into retail locations.

One company with which we work, ShopLocal, puts a retailer’s circular content into a database, including images and all the sale prices and details. In so doing it makes local data portable and extendable, so retailers can build online-only pages of the circular, or utilize QR codes to generate more content than exists in the print world.
The future of retail involves bringing circular content into as many channels as possible in a seamless fashion, to maintain consistent messaging across all media, including mobile, video, digital out-of-home. If the retailers or their brand co-marketing partners import that data into Facebook, they could reach a much wider audience with more precise targeting than typical display.
Facebook offers insight into consumers’ interests. So an advertiser using ShopLocal’s services could show someone who Likes a particular brand of soap an ad showing the product on sale at a nearby retailer.
Facebook users not only respond to offers, they actually share them. According to the social network, three-fourths of the 100 most popular “offers” claimed were not from users who were initially targeted, but from someone who saw the offer after it was shared. The offers create more awareness when they are shared, and even better is that they work.

BLiNQ Media was recently able to demonstrate an online-to-offline push to an ice-cream store on a day that normally draws very little foot traffic. By asking these Facebook users to mention the coupon, we could measure how many had come because they saw an ad on the social network.
The Election Day study in Nature validated our anecdotal experience. Local-level targeting gives retailers a huge advantage, enabling mom-and-pop stores to compete with big-box chains.
Another key challenge of course is measurement, which ties us back to the examples mentioned before. The Election Day story took years of research, while the ice cream campaign involved a single coupon good at one particular store. It’s complex to measure the effects of extending multiple offers that are valid at many retail chains in different geographic regions. For Facebook to succeed at driving offline purchases, retailers must feel confident that digital ads lead to in-store sales.
Third-party solutions are popping up, and Facebook is working closely with partners such as Datalogix, which uses robust in-store retail data to prove that ads work and to determine the right frequency, duration, messaging, and targeting that will produce the optimal offline results.

Showing Facebook users customized ad experiences based on the right creative message, targeting, and frequency localized for the consumer clearly helps drive in-store sales, which is the ultimate goal of every retailer. Retailers can take the first step by viewing Facebook as an excellent place to distribute weekly circular offers, expanding their reach beyond newspapers to drive awareness on the desktop, mobile and offers shared by friends.

Dave Williams is the CEO of Blinq Media.


When Brooke partner AHTCS (Animal Health Training and Consultancy Service) set off on a survey of welfare standards at the brick kilns in Kathmandu valley, Nepal, they did not expect to find a group animals struggling for survival, enclosed and alone in an abandoned kiln. On the 12th of October the AHTCS team found 39 horses, donkeys and mules in dreadful conditions. All animals were in a desperate state, the mangers were empty, there was no trace of water, and fresh faeces showed signs that parasites were raging through their debilitated bodies. The extent of neglect was such that 4 of these animals still alive were simply unable to stand on their own – 17 of them had already died days, or even weeks before. The team leapt into action and promptly started medical treatment and care for the weak and debilitated animals. Usually at the end of the season these brick kiln mules would returned to their original home, transported via road. The cost of transportation is high, costing around 2000 NPR (£14) per animal. In this case, once the working season was over the owner of these poor mules left them with a carer who did not have the means or incentive to care for them as the animals don’t belong to him – and he has his own family to feed. Of the 39 animals that were found, 17 were discovered dead at the scene. The remaining 22 animals were hurriedly attended to by the team of vets. The team traced the owner to find a reason and understand what had lead to this awful case of neglect. He told the team remorsefully that he was in a financial crisis and because of that he reluctantly was unable to take his equines with him or even provide enough funds to feed them. These donkeys, horses and mules are now in the care of AHTCS and the Brooke and are being provided with emergency vet treatment, food, and clean water. This will continue until the brick kiln season starts again and the owner can once again earn enough money to care for his animals. Sadly this is a common fate for many Brick Kiln animals, it is no life for any living thing doing backbreaking work in extreme temperatures. However it is a reality that must be dealt with, and moving forward, we are looking to put in place some extra monitoring and training to ensure that and incident like this does not reoccur. We will update on the progress of these animals in a few weeks, as they start to recover.

— Emergency Situation in Nepal

The ‘I Think’ Syndrome Destroys Many a Campaign

It Doesn’t Matter If You Like an Idea, Will the Target Audience Like It?
By: Darryl Ohrt Published: October 31, 2012

How many times in a brainstorming meeting have we heard statements that begin “I think that …,” followed by a personal experience related to the idea at hand. Or one of the team will say something like, “I would never watch that,” in reference to a proposed concept.
When conceiving ideas, we all want to relate to our audience target, and identify with the market. But the reality is, our targets are far different than most of us as individuals. Comments like these have killed great concepts, and can lead ridiculous concepts to execution and launch.
We demand comprehensive creative briefs prior to digging into a project. So why are we so apt to throw them aside in favor of a personal opinion? Because we’re bad scientists.
In psychology, personal construct theory professes that people act as scientists, channeling their thoughts and actions based on what they predict and anticipate. A 35-year-old single, male marketer might expect that a 45-year-old mom with three kids will act in a particular manner, based on his personal experiences. But does he have the life experience to properly identify with a busy mom?
As creative people, we’re opinionated. We want great ideas to see the light. We like our own ideas and project their success on our intended targets. And this is mostly wrong.
How can you avoid bad science? As a practice, I’ve done my best to remove “I think…” from rationalization of concepts. It’s a simple trick, but it forces you to focus on the core rationale for what you’re presenting — not why you think it’s important or destined for success. A response of “the target has shown a propensity toward this type of entertainment” is more impressive than “I think this will be huge. I know that I would totally use it.” Whenever possible, prove it out with research, strategy, evidence or experience.
Sounds like common sense, right? It should be, but once you begin listening for it, you’ll be surprised at how many clients, accounts and creative people suffer from the “I think…” syndrome. In some circles, it’s an epidemic. I’ve heard the phrase uttered by junior creatives, senior creatives and people who should really know better.
It’s time we put science and experience before opinion. I think … we can do better
Darryl Ohrt is a former punk rocker, professional internet surfer and executive creative director at Carrot Creative in NYC. He’s one of the three super-hot bloggers that make up AdVerve, and admits to knowing just enough about the creative business to be dangerous. Keep your distance.

Five leadership lessons from Arsene Wenger

By Kier Wiater-Carnihan Monday, 29 October 2012

Arsene Wenger has managed Arsenal for fourteen years straight. Indeed, Sir Alex Ferguson is the only manager to have spent longer at his current club. So how can you emulate the staying power of the man they call ‘Le Professor’?

1. Make your name synonymous with your brand


That was the headline in the Evening Standard when Arsène Wenger arrived in London in 1996 following two years in the managerial wilderness at Japanese side Nagoya Grampus 8. Tony Adams, Arsenal’s then captain, recalls thinking, ‘What does this Frenchman know about football? He wears glasses and looks more like a schoolteacher’. An inspirational leader on the pitch but a hopeless alcoholic off it, Adams defined a club thirsty for both success and the strong stuff, riddled with epic drinking sessions, out of control gambling, eating competitions and cocaine abuse (and that was just Paul Merson’s pre-match warm up).

Now it is Wenger who defines Arsenal. He immediately replaced the card schools and liquid lunches with dieticians and acupuncturists, bringing a continental outlook to the club and developing a free-flowing, attacking style of play. Fans under twenty-years-old haven’t known the club without him, and his association with the Arsenal brand is so strong that even a distinct lack of recent success hasn’t threatened to sever it. If you can achieve that level of personal identification with a brand – think Sir Stuart Rose and M&S, O’Leary with Ryanair – your position will be similarly unshakeable.

2. A beautiful game is less important than a beautiful balance sheet

For the last seven seasons, Arsenal have come about as close to winning trophies as the government has to implementing successful economic policy but the board remains absolutely delighted with Wenger’s work. When American real estate billionaire and sports mogul ‘Silent’ Stan Kroenke took a controlling stake in the club four years ago, some suggested he might want to bring in his own man. From a financial point of view, he’d have been mad to do so. An investor looking to profitably navigate the sheik ‘n’ oligarch dominated, regulation-light ‘Wild West’ of British football couldn’t choose a better steward than Wenger. An economics graduate in an environment where possessing anything beyond a GCSE is a rarity, his attention to fiscal detail is unwavering.
Most importantly for the balance sheet, he’s also taken Arsenal into the lucrative Champions League every season since he arrived. At last week’s AGM, an increasingly fractious affair, he reiterated his belief that qualification for the competition is more important than winning a domestic trophy. Driving home the fact that Arsenal FC now plays second fiddle to Arsenal Holdings PLC, chairman Peter Hill-Wood later insisted that it had been ‘an extremely good year’ for the club, a statement that was met with derision by many fans.

And as long as Wenger continues to get the team into the Champions League, he’ll be richly rewarded. With an estimated annual salary of €9m, ‘Le Boss’ currently takes home a higher salary than Sir Alex Ferguson (€8.5m). The latter, it’s worth pointing out, has won four league titles, three league cups and a Champions League since Arsenal’s FA Cup victory on penalties against Manchester United in 2005. It goes to show that shareholders are generally less worried about competitors’ successes if their own bank balance is firmly in the black.

3. Invest in youth, but don’t expect loyalty

Nicolas Anelka, Patrick Vieira, Kolo Toure, Cesc Fabregas, Robin van Persie; all signed by Arsenal at a young age as virtual unknowns (Fabregas had never even played first-team football) but all sold for many times their initial fees. Along with players like Thierry Henry, they owe a large part of their careers to Wenger’s confidence and nurturing, while he in turn has benefited from the policy of targeting younger players – identifying a talent early is much more cost-effective than trying to compete for the biggest names, especially when your rivals can out-spend you.

However, while the top players Wenger develops frequently talk up his significant influence on their careers, many still seem to end up taking said careers elsewhere. Every close season seems to bring a transfer saga more tedious and predictable than even the most protracted of Eastenders storylines, inevitably ending with another high-profile exit. The club may make a huge return on these players, but fans would argue that £20m-worth of profit on van Persie might not be as valuable as, you know, actually having van Persie. Sadly, while harnessing young talent and launching fledgling careers is satisfying and can be profitable, you must be hard-nosed and recognise that team members will move on.

4. It’s great to have a philosophy, but don’t stick to it too rigidly

There’s no denying that Wenger’s Arsenal has produced some fine football over the years. Yet Wenger’s preferred formula of favouring technical superiority over tactical pragmatism seems to fail increasingly frequently. Partly this is because Arsenal doesn’t possess the same level of collective technical ability as they once did, but it’s also because other teams have learnt how to stifle and frustrate them. Yet Wenger continues to send his team out in the same formation, playing the same tactics, in virtually every game. It’s like going out every day in a crisp pair of suede shoes regardless of the weather forecast – sure you’ll look fantastic most of the time, but when it starts raining you’ll look like a berk.

You can’t assume that a certain strategy which brings rewards for a while will remain effective forever. Arsenal’s consistent financial prudence is different – their spending power has been hampered by the huge expense of building the Emirates Stadium, thanks to a few less-than-lucrative commercial deals. It is also partially an attempt to future-proof the club against Uefa’s planned Financial Fair Play directive, under which clubs will face strict penalties if they fail to control their debts. If FFP were to be brought in tomorrow, Arsenal would pass with ease while their rivals would struggle to hide the liabilities loading down their ledgers. Sadly there’s no guarantee that said rivals wouldn’t find a loophole to worm their way through, but if the FFP arrives bearing teeth then Arsenal’s financial strategy will look very smart indeed.

Wenger’s work to get the club into that position is why he’s one of the only football managers you’d trust to run an actual business. Few of his peers could’ve kept a team so near the top of the Premier League while financing a huge new stadium, and for that he deserves credit. However, just as some Gunners have misgivings about their football club being run like a business, you’d generally be wise to avoid running your business like a football club. No one wants a Glasgow Rangers on their hands after all.

5. Delegation is not a sign of weakness

In 2006, Wenger hired former Arsenal defender Martin Keown on a temporary basis to help out the coaching staff. That year, despite their defence being heavily depleted through injury, Arsenal embarked on a record-breaking run of ten consecutive Champions League matches without conceding a goal, leading to a début appearance in the season’s show-piece finale. Keown was widely perceived as being pivotal in tightening a previously leaky defence, yet his services were not retained the following season. Arsenal have not been close to a Champions League final since.

Pat Rice’s replacement as assistant manager, Steve Bould, had partnered Keown in a mean central defence as a player, and received similarly praise for shoring up Arsenal’s defence at the beginning of this season, with the team conceding just three goals in their opening six matches. However, this newly found steel seems to have dissolved of late. Former player Stewart Robson has suggested the sudden loss of form stems from a rumoured rift between Bould and Wenger. ‘I hoped that [Bould] would do more with the defence,’ Robson admitted, ‘but I’m not sure whether he’s being allowed to do that by Arsène Wenger’.

Wenger is sometimes painted as an inflexible control freak and perhaps a part of it is simply an effort to keep his job secure – the more he does himself, the harder it is for one man to replace him. Other staff being credited for on-field triumphs could also be viewed as a threat. Still, MT would advise against autocracy. ‘Always employ people who are smarter than you,’ goes the old adage. Not only does this strategy reap greater rewards in the long run, but AGMs will be a whole lot less volatile too…

Horses Need Water Too

They need water too

Construction plays a vital role in social and economic development. Without buildings and infrastructure, communities and economies cannot flourish. Just think, where would we be without homes, schools and roads?
In many developing countries, the construction industry relies on the daily labour of horses, mules and donkeys that can suffer from overloading, injury, illness and overwork. The Brooke works with the animals and their owners to redress these problems and strives to protect them from the worst excesses of overwork.

In Hosanna in Ethiopia stone is a crucial part of a fast-growing construction boom with apartments, government buildings and shops springing up all over town. Most building material comes from a stone reservoir in Ajjo village around five kilometres away. Up to 40 donkeys are involved in the fetching and carrying, each helping their owner to earn 20-60 Birr a day (75p to £2.25). Between them, these donkeys support around 160 people. Carrying sharp and heavy loads can cause a number of injuries, which would traditionally be left to heal by themselves – and could easily prove fatal. However, since the Brooke has been working in Ethiopia, we have seen a dramatic improvement in the welfare of stone-carrying donkeys.

Aklilu Menberu’s story
For the past eight years, Aklilu has made his living by collecting, shaping and selling stones.
‘We used to load 6 to 7 times a day, with donkeys travelling 3 to 5 kilometres for each round carrying 50 to 60 kilos… There was no tradition of feeding them in-between – and nobody cared for their watering. Wounded donkeys were all around… their work lifespan was not more than one to two years.’
All this has changed now – thanks to the Brooke: ‘We have learned to treat wounds through water, salt and Vaseline available locally. We also use a saddler to prevent wounds and as a result you rarely see wounded donkeys. Now, we even know the symptoms before they get sick, and we treat them well and give them the rest they need.’

How your support is making a difference The Brooke is making a difference, by giving life-saving care and treatment to stone carrying donkeys and by enabling communities to develop the understanding and skills to provide it themselves.
For example, in Ethiopia, we have trained communities in wound management and stressed the benefits of low-cost animal welfare principles. And in the Haldwani region of India (another area dependent on stone), we have held educational sessions on the risks of overloading.

Thanks to everyone who ensure that horses have a life they deserve.

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