Best Management Practices for Shutdowns • Turnarounds • Outages

Best Management Practices for Shutdowns • Turnarounds • Outages

At the Denver Marriott City Center in Denver, Colorado

September 9-12, 2007

The STO 2007 conference, produced by Eventure Events, promises to be the world’s most comprehensive program for organizations that conduct shutdowns, turnarounds, and outages. Attend STO 2007 to engage with a diverse community of hundreds of professionals from asset-intensive industries across North America and beyond!

STO 2007 offers a comprehensive two day program with content focused on best practices for planning cycles, strategies, and execution. Each day also offers three tracks of presenters, providing attendees with many choices, as well as exceptional breadth and depth in content.

Whether you are an industry expert or novice, STO 2007 is the premiere arena where you can gain valuable tips and tricks from real-world case studies, learn best practice strategies from your peers, and network with key STO thought leaders.

Turkish Stocks Gain on Electoral Results

With great risk comes great reward, and in an internationally diversified portfolio, national news turns quickly into market results. This weekend, while Wall Street slumbered, Turkey reaffirmed its commitment to progress and triggered a stock market cheer.

Will she or won't she? Turkey's pending accession to the European Union has been a topic of fierce debate among existing members of the continental body. Its conflict with Greece over control of the split Mediterranean island of Cyprus is one bone of contention, and then there is the touchy matter of Turkey's regional and religious history. Turkey is a secular Islamic state, generally thought of as part of the Middle East and bearing the Crescent and Star on its red flag.

A land of paradoxes, the separation of church and state is taken by many as an article of faith in the former capital of the Byzantine and Ottoman Empires. But recent political elections have been a jostle between vehemently secularist and moderate religious parties.

Unlike the "Islamist" connotations of parties like the Taliban or Hamas, Turkey's ruling Justice and Development Party has promoted pluralism of traditions, economic growth, and the acceptance of Turkey into the EU.

Based on the Istanbul stock market's reaction to Sunday's re-election of that party (known by its Turkish acronym AKP) and its prime minister, Recep Tayyip Erdogan, the country's economy is expected to benefit from continued moderate rule and parliamentary consensus-building on economic reforms encouraged by the EU.

The Istanbul Stock Exchange benchmark index, the IMKB-100, jumped by nearly 4% on Monday, reaching a record high during the session. Foreign direct investment (FDI) has jumped by leaps and bounds since the AKP came to power in 2002, and public debt plunged.

Our Orbus Investor pure play on Turkey, mobile phone network operator Turkcell, jumped in Istanbul and New York too, where it trades as NYSE:TKC. When the NYSE opened Monday, American Depositary Receipts of Turkcell jumped by over 8%, before Wall Street's overall decline Tuesday. The company's stock is up well over 30% since my recommendation in October of last year, with a significant upswing evident since this spring.

As it continually sets new highs, Turkcell is proving itself to be a perfect example of how to play a country's political progress in the international market.

Regards,

Sam Hopkins

Westcon Group Enters Turkey by Joint Venture with Index Group Subsidiary, Netex

Arrangement Provides Turkish Resellers with Access to World-Class Portfolio and Solutions Programs, Significantly Increasing Vendors’ Reach in Fast-Emerging Market

TARRYTOWN, N.Y.-Westcon Group, Inc., the leading specialty distributor in networking, convergence, security, and mobility, announced that it has entered into a joint venture with Index Group, an Istanbul-based distributor of IT equipment. As a result of the joint venture, Westcon Group, through Netex, becomes the leading networking and security distributor carrying Cisco and Nortel products in that region.

By partnering with an established, locally based distribution operation, Westcon Group is able to apply its solutions-based model while leveraging the local back office and logistics capabilities of Netex. In addition, Netex will be able to leverage the inventory position from Westcon Group’s warehouses in the Middle East and Europe. To further support the local reseller community, the Company will also launch Westcon Group’s targeted solutions programs during the next few months.
With a GDP of $358.5 billion and population of over 71 million, Turkey is an important emerging market where Westcon Group believes networking technology will play an increasingly vital role. Following Westcon’s recent successful entry in the Gulf region, this joint venture further strengthens its presence in emerging markets.

Willem de Haan, vice president, business development of Westcon Group, commented: “By establishing operations in Turkey, we continue to leverage our global relationship with Cisco and Nortel while bringing greater opportunity to resellers in that region. Our One-x and x-Point branded solution programs—which have already demonstrated success across the globe--will deliver the focus and tools to help resellers in Turkey become more successful in selling advanced technology solutions. We look forward to actively engaging an exciting new reseller base.”

Netex is a traditional networking and security distributor whose vendor relationships include Cisco, Nortel, HP, 3Com, Check Point and others. Netex has an advanced logistics capability along with many years of experience moving products in and out of Turkey. These aspects, combined with Comstor’s inventory positions of Cisco and other vendors, will increase Westcon Group’s ability to quickly penetrate the market.

Osvaldo Bianchi, Vice President Channels Emerging Markets of Cisco, commented: "As one of Cisco's Global Broad Based Distribution Partners, Westcon Group is in a position to bring the best practices and efficiency that will help increase Cisco's success in Turkey-especially considering their recent success in the Middle East, where we partnered with them to open distribution operations last year."

About Westcon Group

Westcon Group, Inc. is the leading specialty distributor in networking, security, mobility and convergence for leading technology vendors, including Cisco, Nortel and Avaya, Inc. Through its Westcon, Comstor and Voda One business practices, Westcon Group sells products and services to resellers, systems integrators and service providers. Westcon Group has particular expertise in the convergence of voice, data and video applications and technologies, including voice-over Internet protocol, or VoIP, security for networking and communications systems, remote access, Internet and e-business, virtual private networks, videoconferencing and wireless connectivity. For more information, visit http://www.westcongroup.com/.

Unisys and Rabobank Renew Business Process Outsourcing Contract

Utility Approach to Payment Processing Continues to Enhance Cost Efficiencies and Security for Financial Services Leader

BLUE BELL, Pa.-Unisys Corporation (NYSE:UIS) today announced that Rabobank, one of the largest financial services providers in The Netherlands, has extended its business process outsourcing contract with Unisys Payment Services and Solutions (UPSS). The extension, signed in June 2007, covers all paper-related payment transactions for two additional years through

December 31, 2012.

“Extending and strengthening our relationship with UPSS allows us to continue to benefit from shared utility resources in an outsourcing arrangement that provides scale for added efficiencies, lower costs, and greater process optimization,” said Thea van Bommel at Rabobank. “Unisys is an important partner since its investments in technology and innovative new services help Rabobank to stay focused on our core business and stay ahead in an ever-changing payments world.”

UPSS, a subsidiary of Unisys Corporation, automates giro (paper-based, check-like payments) processing and money transfer forms for Rabobank and other clients. UPSS now processes more than 100 million paper-based payment transactions a year for European banks and has a market share of approximately 50 percent in the Netherlands.

Rabobank’s contract extension and new security services come as UPSS and Unisys continue to expand payment operations and solutions for financial institutions around the world. Unisys recently launched its Open Payments Platform and other payment solutions, for example, and secured a significant related engagement in May in the United States. UPSS also signed additional contracts with other European banks over the past few months.

“Unisys looks at common business processes across an entire enterprise to help financial institutions better manage payments and more easily plan for the impact of global epayments trends and initiatives that will significantly affect their business,” said Rob Fopma, managing director of UPSS. “With the introduction of fraud detection and prevention solutions, and offerings related to SEPA – the Single European Payment Area – and other new services, UPSS more and more is seen as a partner that can bring added value to a bank’s business.”

About Rabobank Group

Rabobank Group is a financial services leader providing retail and institutional banking and agricultural finance solutions in key markets around the world. From its century-old roots as a finance cooperative founded by Dutch farmers, Rabobank has grown into one of the 25 largest banks worldwide with approximately US$730 billion in assets and operations in over 35 countries. Rabobank is one of the few private banks in the world with the highest possible credit rating from both Standard & Poor’s (AAA) and Moody’s Investor Service (Aaa), and is ranked as the world’s third safest bank by Global Finance magazine. Visit http://www.rabobank.com/.

About UPSS

UPSS, a subsidiary of Unisys, provides various document services in a business process outsourcing utility for a number of leading financial services organizations in Europe. In addition to document services, UPSS now also offers solutions for cross-border payments, debit transactions, fraud detection and prevention, and secure printing and archiving of payment transactions.

About Unisys

Unisys is a worldwide technology services and solutions company. Our consultants apply Unisys expertise in consulting, systems integration, outsourcing, infrastructure, and server technology to help our clients achieve secure business operations. We build more secure organizations by creating visibility into clients’ business operations. Leveraging the Unisys 3D Visible Enterprise approach, we make visible the impact of their decisions—ahead of investments, opportunities and risks. For more information, visit http://www.unisys.com/.

RELEASE NO.: 0725/8803
http://www.unisys.com/about__unisys/news_a_events/07258803.htm
Unisys is a registered trademark of Unisys Corporation. All other brands and products referenced herein are acknowledged to be trademarks or registered trademarks of their respective holders.

Vicky Bindra Appointed President and CEO of GE Commercial Finance India

TOKYO--GE Commercial Finance announced today that Vicky Bindra has been named President and CEO, GE Commercial Finance India, succeeding Tejpreet S. Chopra who became President & CEO of GE India in June.

Vicky joins GE following a 12-year career with Citigroup where he was a member of Citigroup's Global Management Committee and served most recently as EVP Small Business and Customer Franchise, Global Consumer Group International. Prior to Citigroup, Vicky was a partner in the consulting firm, Bain & Company.

“There are tremendous opportunities in India,” said John Flannery, President and CEO of GE Commercial Finance Asia. “Vicky’s wealth of experience and proven leadership will allow us to accelerate the growth of our business in this critical market.”

Vicky holds a BA in Finance and Accounting from St. Xaviers College and an MBA from the MIT Sloan School of Management. He is a member of the Institute of Chartered Accountants of India.
About GE Commercial Finance
GE Commercial Finance (http://www.gecommercialfinance.com/) offers businesses around the globe an extensive array of financial products and services. With more than US$246 billion in assets and expertise in the middle-market, GE Commercial Finance provides loans, operating leases, financing programs and innovative structured capital to help customers grow.

Headquartered in Norwalk, Connecticut, GE Commercial Finance is a wholly owned subsidiary of the General Electric Company (NYSE:GE), a diversified services, technology and manufacturing company with operations worldwide.

Summary of Israeli High-Tech Company Capital Raising Q2 / H1 2007

IVC Reports: Capital Raised by Israeli High-Tech Companies In H1/07 Reaches $842 Million – Up 10% From H1/06 12% of Capital Invested is Directed to Seed Companies

TEL AVIV, Israel--(BUSINESS WIRE)--The following are the findings of the Quarterly Survey conducted by the IVC Research Center, which for more than eight years has been at the forefront of venture capital and private equity research in Israel.

In the second quarter of 2007, 118 Israeli high-tech companies raised $436 million from venture investors – both local and foreign. The amount was up 7 percent from $406 million raised by 121 companies in the previous quarter, and 8 percent ahead of the $404 million raised by 109 companies in the second quarter of 2006. In the first half of 2007, capital raised was $842 million, up 10 percent from H1 2006 levels.

Israeli VC Investment Activity

In the second quarter of 2007, Israeli VCs invested $193 million in Israeli companies, an increase of 13 percent from the previous quarter and 25 percent above Q2 2006 levels. In the first half of 2007, Israeli VCs invested $364 million in Israeli companies, an increase of 10 percent from H1 2006.

“H1 figures indicate 2007 may set a five-year record with high-tech investments reaching $1.7 billion,” said Zeev Holtzman, Chairman of IVC Research Center and Giza Venture Capital. “Despite the global competition in technology-focused investments – mainly from Asian markets

– Israeli high-tech industry continues to appeal to foreign investors and to benefit from the steady growth of worldwide markets." Holtzman also added that "Israeli VC funds, relying on this positive climate, are expected to raise new funds over the coming months which, in turn, will increase their investments in high-tech companies."

IVC Research Center is Israel’s leading research center providing business leaders with an unmatched wealth of data on Israeli venture capital, private equity and high-tech industries. Among IVC products and publications are the Israel Venture Capital Journal (IVCJ), IVC Yearbook and online database containing over 5,000 Israeli high-tech companies, venture capital funds, investment companies, as well as news updates.

OIL & GAS

Top Events

Acquisition and Divestiture in Oil & Gas: West Africa Summit

September 17 - 19, 2007 · Novotel London West, London, UK

Field Development Planning Asia 2007

July 30 - August 2, 2007 · Crowne Plaza Mutiara, Kuala Lumpur, Malaysia

Drilling Waste Management China 2007

August 21 - 22, 2007 · Beijing Marriott Hotel West, Beijing, China

Oil and Gas Project Finance

September 9 - 12, 2007 · The Diplomat Radisson SAS Hotel, Manama, Kingdom of Bahrain

European Gas Quality and Interchangeability Summit 2007

September 17 - 19, 2007 · Novotel London West, London, UK

Security For Energy Infrastructure: Middle East 2007

October 28 - 31, 2007 · Le Royal Meridien, Abu Dhabi, UAE

product portfolio strategy - introduction to the boston consulting box

Introduction

The business portfolio is the collection of businesses and products that make up the company. The best business portfolio is one that fits the company's strengths and helps exploit the most attractive opportunities.

The company must:

(1) Analyse its current business portfolio and decide which businesses should receive more or less investment, and

(2) Develop growth strategies for adding new products and businesses to the portfolio, whilst at the same time deciding when products and businesses should no longer be retained.

Methods of Portfolio Planning

The two best-known portfolio planning methods are from the Boston Consulting Group (the subject of this revision note) and by General Electric/Shell. In each method, the first step is to identify the various Strategic Business Units ("SBU's") in a company portfolio. An SBU is a unit of the company that has a separate mission and objectives and that can be planned independently from the other businesses. An SBU can be a company division, a product line or even individual brands - it all depends on how the company is organised.

The Boston Consulting Group Box ("BCG Box")

Using the BCG Box (an example is illustrated above) a company classifies all its SBU's according to two dimensions:

On the horizontal axis: relative market share - this serves as a measure of SBU strength in the market

On the vertical axis: market growth rate - this provides a measure of market attractiveness

By dividing the matrix into four areas, four types of SBU can be distinguished:

Stars - Stars are high growth businesses or products competing in markets where they are relatively strong compared with the competition. Often they need heavy investment to sustain their growth. Eventually their growth will slow and, assuming they maintain their relative market share, will become cash cows.

Cash Cows - Cash cows are low-growth businesses or products with a relatively high market share. These are mature, successful businesses with relatively little need for investment. They need to be managed for continued profit - so that they continue to generate the strong cash flows that the company needs for its Stars.

Question marks - Question marks are businesses or products with low market share but which operate in higher growth markets. This suggests that they have potential, but may require substantial investment in order to grow market share at the expense of more powerful competitors. Management have to think hard about "question marks" - which ones should they invest in? Which ones should they allow to fail or shrink?

Dogs - Unsurprisingly, the term "dogs" refers to businesses or products that have low relative share in unattractive, low-growth markets. Dogs may generate enough cash to break-even, but they are rarely, if ever, worth investing in.
Using the BCG Box to determine strategy
Once a company has classified its SBU's, it must decide what to do with them. In the diagram above, the company has one large cash cow (the size of the circle is proportional to the SBU's sales), a large dog and two, smaller stars and question marks.

Conventional strategic thinking suggests there are four possible strategies for each SBU:

(1) Build Share: here the company can invest to increase market share (for example turning a "question mark" into a star)

(2) Hold: here the company invests just enough to keep the SBU in its present position

(3) Harvest: here the company reduces the amount of investment in order to maximise the short-term cash flows and profits from the SBU. This may have the effect of turning Stars into Cash Cows.

(4) Divest: the company can divest the SBU by phasing it out or selling it - in order to use the resources elsewhere (e.g. investing in the more promising "question marks").

Negotiation and Managerial Decision Making

Changing the Game: Negotiation and Competitive Decision Making

Examining core decision-making challenges, this program offers new insights and groundbreaking research in the areas of decision making and negotiation. Participants create a personalized agenda for change–both for themselves and their organizations.

Program Objectives

Created to help managers improve negotiation and decision-making skills across a variety of competitive contexts, the program provides executives with a proven framework and a cognitive toolkit to maximize the value of each transaction.

Curriculum

Developed by preeminent authorities on negotiation and decision making, the program builds on a foundation of self-assessment. Participants explore core elements of negotiation, evaluate competitive environments, and learn to transfer knowledge to their organizations.

Participants

Changing the Game attracts a highly diverse audience and is appropriate for all executives, including those who have taken prior negotiation courses. Participants span a range of titles and functions, and many work in fast-moving, dynamic industries.

Dates and Fees

August 12–17, 2007
October 28–November 2, 2007
Fee:
$8,800

8. kez en iyi banka seçildi

Garanti Bankası Euromoney’den Euromoney Mükemmelik Ödülü aldı.

Garanti Bankası, dünyanın en önemli finans dergilerinden biri olan Euromoney’den Euromoney Mükemmelik Ödülü alarak, 8. kez Türkiye’nin En İyi Bankası seçildi.

Her yıl temmuz ayında, son 1 yıl içinde bankacılık ve sermaye piyasalarında mükemmellik standartlarını belirleyen kuruluşlara verilen ödüller, Londra’da The Brewery’de yapılan törenle sahiplerini buldu.

Euromoney yetkililerinin yaptığı değerlendirmede, Garanti’nin, 2006’da elde ettiği etkileyici mali sonuçlar sayesinde, diğer Türk bankaları arasından sıyrılarak en tepeye çıktığı belirtiliyor. Değerlendirmede, özellikle net karını yüzde 47.5, vergi öncesi karını ise yüzde 39.9 seyiyesinde artırmasının, Türkiye’nin en iyi bankası seçilmesinin başlıca nedenleri olduğu vurgulanıyor.

Garanti Bankası Genel Müdürü Ergun Özen, ödülle ilgili olarak, “Dünya finans çevrelerinin her yıl merakla beklediği ödülleri, 8. kez almaktan çok mutluyuz. Her zaman daha iyisi için çalışmayı içeren hizmet anlayışımızdan ve sürdürülebilir büyüme stratejimizden hiçbir zaman taviz vermeyeceğiz” dedi.

EPDK' DAN SOCAR-TURCAS'IN BAŞVURUSUNA ONAY

Yılda 10 milyon ton ham petrol işleyecek rafineri başvurusu kurul tarafından uygun bulundu.

Enerji Piyasası Düzenleme Kurulu (EPDK), Socar-Turcas ortaklığının Ceyhan'da rafineri kurmak için yaptığı başvuruya onay verdi. Azeri Milli Petrol Şirketi SOCAR ile Turcas Ortaklığı'nın Adana Yumurtalık bölgesinde 4 milyar doların üzerinde yatırım bedeli ile yılda 10 milyon ton ham petrol işleyecek rafineri kurmak için yaptığı başvuru Kurul tarafından dün uygun bulundu. Böylece Adana Yumurtalık bölgesinde yapılmak istenen 3 rafinerinin ekonomik büyüklüğü 15 milyar dolara, kapasitesi ise yıllık 35 milyon tona ulaştı.

A.A muhabirinin edindiği bilgiye göre, Socar-Turcas ortaklığı aynı bölgede rafineriden elde edilecek fuel oil ile çalışacak 550 MW kurulu gücünde bir elektrik santralı da kurmayı planlıyor. Şirket bin kişinin istihdam edilmesi planlanan rafineriden çıkacak ''siyah ürünleri'' elektrik üretimi için değerlendirmeyi ve tamamen motorin, benzin gibi ürünler üretmeyi öngörüyor.

Daha önce Yumurtalık'ta hem rafineri hem de petro kimya tesisi kurmak istediği belirtilen SOCAR-Turcas Enerji A.Ş'nin lisans başvurusunda bölgede yeni petro kimya tesisi kurma talebi bulunmuyor. Ortaklığın geçtiğimiz günlerde yapılan PETKİM ihalesini kazanabileceği düşüncesiyle Ceyhan'a yeni petro kimya tesisi kurmak istememiş olabileceğini belirten uzmanlar, şirketin bu bölgede daha sonra yeni bir petro kimya tesisi kurmak için başvurabileceğine işaret ediyor.

Şirket rafineri için önümüzdeki 90 günlük süre zarfında EPDK'ya Çevresel Etki Değerlendirme Raporu ile Depremsellik ve Jeolojik Zemin Etüdü, Teknik ve Ekonomik Nihai Fizibilite ve Rafineri Proje Dosyalarını sunması halinde rafineri lisansı almaya hak kazanacak.

''YATIRIM TUTARI 15 MİLYAR DOLARA ULAŞIR''

EPDK Başkanı Yusuf Günay ise konuya ilişkin yaptığı değerlendirmede, Adana bölgesi için daha önce Çalık-Indian ortaklığı ve Petrol Ofisi şirketlerinin rafineri lisans bölgesi için uygun bulma kararı verdiklerini hatırlatırken, yan yana yapılması planlanan bu üç rafinerinin nihai fizibilitelerine göre, tahminen bu bölgede 15 milyar dolara yakın bir yatırımın yapılabileceğini söyledi.

Rafineri yapmaları için uygun bulma kararı verilen 3 gruptaki yerli şirketler ve yabancı ortakların, petrol sektörü konusunda dünya çapında deneyimi olan şirketler olduğuna dikkati çeken Günay, şöyle devam etti: ''SOCAR, Azerbaycan'ın milli petrol şirketi. Bakü-Tiflis-Ceyhan projesinde paydaş. Ortağı Turcas güçlü bir dağıtım ağına sahip. İndian Oil Company, dünyada 10-11 tane rafineriyi işletiyor ve ortağı Çalık ile Samsun-Ceyhan petrol boru hattı projesini geliştiriyor. Petrol Ofisi ve ortağı OMV'nin hem ülkemiz hem dünya çapında petrol piyasası ile ilgili deneyimi çok fazla. Bu şirketler PETKİM ihalesinde de yarıştılar ve bu bölgede ileride yeni petro kimya tesislerinin de kurulacağını düşünüyorum. Rafineri yatırımları çok ciddi yatırımlardır. Bu şirketler Kurumumuza başvuru yaparken çok kapsamlı fizibiliteler hazırladılar. Ayrıntılı değerlendirmeler yapıyoruz. Lisans almalarının ardından başlayacağımız kamulaştırma çalışmaları için de hazırlıklarımızı yapıyoruz.''

YAKLAŞIK 3 BİN KİŞİYE İSTİHDAM SAĞLANACAK

Günay, 3 rafineride 3 bine yakın insan çalışacağına işaret ederken, ''dolaylı olarak bu asgari 12 bin insana ekmek sunmak demektir'' dedi. Bu yatırımlar sıfırdan yapılacağını belirten Günay, bunun gerçek anlamda Türkiye'ye doğrudan yabancı sermaye girişi olduğunu ifade etti. Günay, yapılacak yatırımların Türkiye'nin yanı sıra sektör açısından da ''gurur verici'' olduğunu kaydetti.

THE 6TH INTERNATIONAL COPPER/COPRE CONFERENCE

A Conference to be Remembered! The Organizing Committees together with the Officers and Directors of the Metallurgical Society of CIM (MetSoc) invite you to the 46th Annual Conference of Metallurgists, Canada’s foremost annual meeting on minerals, metals and materials, which will be held August 25-30, 2007, at the Fairmont Royal York Hotel in Toronto, Ontario, Canada.

This year’s conference promises to be a major event as COM2007 has the unique honor, for the first time since 1991, to host the International Copper – Cobre Conference (Cu2007) with the 37th Annual Hydrometallurgy Meeting of the Hydrometallurgy Section of MetSoc. Cu2007, with its 8 symposia on the theme of copper, is co-organized by six leading International Professional Societies: the Institutos de Ingenieros de Minas de Chile (IIMCh), the Society for Mining, Metallurgy, Resource and Environmental Technology of Germany (GDMB), the Mining and Materials Processing Institute of Japan (MMIJ), the Minerals, Metals & Materials Society (TMS), the Society for Mining Engineers (SME) and MetSoc.
Cu2007 will bring together global leadership in business, operations, technology and research from around the world for this unique forum that only occurs every four years. Plenary speakers will be senior executives of Xstrata Copper, Norddeutsche Affinerie, Nippon Mining, Phelps Dodge, TeckCominco and IIMCh. Technical sessions, with approximately 400 technical presentations, will address key issues in:

Economics and Markets
Mineral Processing
Hydrometallurgy
Electrowinning and electrorefining
Pyrometallurgy
Fabrication and downstream applications
Process control and optimization
Sustainable development, environment, health & safety.

In addition to its primary focus on the copper theme, COM2007 technical program will feature the Light Metals 2007 Symposium dedicated to Light Metals in Transport Applications, a topic well suited for Southeastern Ontario, the cradle of the Canadian automotive industry and a major centre of Canada’s aeronautic industry.

In parallel to the technical program, COM2007 will offer conference delegates with the opportunity to participate in short courses on symposia themes given by internationally recognized experts, join industrial tours to leading facilities of Xstrata and CVRD Inco, visit the traditional Metals Trade Show, and join a number of social events, including MetSoc’s AGM & Awards Luncheon and the Copper Banquet.

COM2007 will also feature a Poster Session, where students will present their research work, and an Industry-Student Mixer, which will provide a venue for students to meet and network with delegates from industry. To submit a Poster, click here.

Finally, a new and creative “A la Carte” Companions Program is organized to offer companions a memorable experience of the conference venue, the city of Toronto and the Niagara region.
We are looking forward to welcoming you to the 2007 Annual Conference of Metallurgists hosting the prestigious International Copper – Cobre 2007 Conference. So if you are serious about Copper, join us in Toronto, a world-class destination city on Lake Ontario.

Joel Kapusta

COM 2007 Conference Chair

Chris Twigge-Molecey

Cu2007 Conference Chair

FORTUNE 50 LİST

Our annual ranking of America's largest corporations (50)

Rank Company Revenues($ millions)

1.Wal-Mart Stores 351,139.0

2.Exxon Mobil 347,254.0
3General Motors 207,349.0
4Chevron 200,567.0
5ConocoPhillips 172,451.0
6General Electric 168,307.0
7Ford Motor 160,126.0
8Citigroup 146,777.0
9 Bank of America Corp. 117,017.0
10American Intl. Group 113,194.0
11 J.P. Morgan Chase & Co. 99,973.0
12Berkshire Hathaway 98,539.0
13 Verizon Communications 93,221.0
14 Hewlett-Packard 91,658.0
15 Intl. Business Machines 91,424.0
16Valero Energy 91,051.0
17Home Depot 90,837.0
18McKesson 88,050.0
19Cardinal Health 81,895.1
20Morgan Stanley 76,688.0
21 UnitedHealth Group 71,542.0
22 Merrill Lynch 70,591.0
23 Altria Group 70,324.0
24 Goldman Sachs Group 69,353.0
25 Procter & Gamble 68,222.0
26Kroger 66,111.2
27 AT&T 63,055.0
28 Boeing 61,530.0
29 AmerisourceBergen 61,203.1
30 Marathon Oil 60,643.0
31State Farm Insurance Cos 60,528.0
32Costco Wholesale 60,151.2
33Target 59,490.0
34 Dell 57,095.0
35 Wellpoint 56,953.0
36Johnson & Johnson 53,324.0
37MetLife 53,275.0
38Sears Holdings 53,012.0
39Pfizer 52,415.0
40Dow Chemical 49,124.0
41Wells Fargo 47,979.0
42United Technologies 47,829.0
43United Parcel Service 47,547.0
44 Walgreen 47,409.0
45Lowe's 46,927.
46 Wachovia Corp. 46,810.0
47 Lehman Brothers Holdings 46,709.0
48 Time Warner 44,788.0
49 Microsoft 44,282.0
50Freddie Mac 44,002.0

THE 19th WORLD PETROLEUM CONGRESS

On the eve of the World Petroleum Council’s 75th Anniversary, in July 2008, Spain will open the doors to the 19th World Petroleum Congress. The most influential meeting place of the global oil and gas industry will be celebrating 75 years of excellence in Madrid from June 29th until July 3rd. This is where governments and oil companies, IOCs and NOCs, industry and stakeholders from around the globe come together to set out the way forward for the petroleum sector. Held every three years, the World Petroleum Congress well deserves its reputation as the ‘Olympics of the oil and gas industry’.

The 19th WPC has already received support from the highest levels in Spain. The King of Spain, H.M. Juan Carlos I, personally extended his support to the Board Members of the World Petroleum Council and the Spanish Association to organize the 19th WPC during an audience at the Zarzuela Palace in Madrid.

The Congress Programme Committee is currently preparing a wide-ranged Technical Programme to recognize the scientific, technological and professional achievements of the petroleum industry. To reflect the ongoing concerns of the world-wide industry, the official theme for the 19th World Petroleum Congress has been chosen as:

A World in Transition: Delivering Energy for Sustainable Growth

Increasing population growth, energy intensity and globalization has led to a phenomenal rise in the use of energy. Demand for oil and gas continues to grow and will have to be met through traditional as well as unconventional sources. Past experience demonstrates that price volatility and economic cycles alternating boom and bust periods were harmful to both the industry and the consumers. The challenge for the industry in a world in transition is to ensure continuous, affordable and reliable supply, meeting society’s expectations in a sustainable, transparent, ethical and environmentally sound manner.

The programme for 19th WPC will include a number of new features. High-level Plenaries from leading industry decision makers, interactive Round Tables and in-depth Forums with innovative Posters on a wide variety of industry aspects will address the status quo and the main challenges the sector is facing. Best Practice Keynotes on the main issues in the upstream, downstream, natural gas, renewables and management of the industry will add further to the quality of the programme. Key issues such as balancing the requirements of supply and demand, social and environmental responsibilities of the industry and ensuring the attraction and retention of the next generation of professionals will be addressed throughout the four days of the Congress. The Official Opening Ceremony will set an excellent standard for the week, with the Spanish Night and the Dewhurst Lecture promising to provide special highlights for the Congress.

The Media Village

The Media Village will consist of many of the national and international media working to promote the 19th WPC worldwide. This area will enable all participants to meet with the leading industry press and other media partners to gather industry and country information.

Social Responsibility Forum

The 19th WPC will host the Social Responsibility Forum representing the industry’s commitment to environmental and community initiatives worldwide. Presented by environmental and social responsibility partners of the petroleum industry, it is aimed at increasing awareness of key initiatives and will showcase projects developed jointly between

NGOs and the industry.

Both the Congress and the Exhibition will be widely promoted at all the key industry events around the globe over the coming two years.

The Rise of the Spanish Petroleum Industry

The 19th World Petroleum Congress will highlight Spain’s unique position as a perfect representation of the integration and importance of the European consumer markets and at the same time the need to increase their participation in exploration and production activities around the world. As a solid and reliable consumer nation, Spain does not have any significant underground or continental shelf oil and gas reserves and imports most of the oil and gas consumed domestically. Consequently, Spanish companies have been forced to seek an active role in the upstream sector and are now participating in international exploration and production activities in more than twenty of the main oil and/or gas producer countries. The Spanish oil and gas industry has experienced a rapid international expansion and is now successfully developing its activities worldwide with integrated companies, playing a major role chiefly in Latin America and Africa.

“We are pleased Spain has been selected to host this event for the international petroleum community. Madrid has held several events of this caliber; the city not only provides history and culture but also has great tourism, accommodation and transport facilities. Furthermore, Spain enjoys a great prestige in the oil economy world, as much for its diversified investments as for the quantity of oil product imports.” Jorge Segrelles, Chair of the Spanish Organising Committee.

THE REFINERY OF THE FUTURE

October 18-19, 2007

Inverness Hotel and Conference Center

Englewood Colorado

Creatıng - Competıtıve - Advantage

This is an intensive two day seminar for Corporate Executives, Strategists, Investors and Government Agencies who are responsible for and/or involved in developing and deploying integrated short and long term oil refining business strategies.

This seminar provides you with an understanding of KBC's global economic forecast for oil refining through the year 2025. In addition, we present a model of the Refinery of the Future, including its refining technology, automation and controls, organisational structure, manpower requirements, and human elements.

Each session is presented by a KBC "thought leader." During the seminar you will have the opportunity to assess your company's current thinking against the KBC model of the Refinery of the Future and the input from other participants.

Networking opportunities during breaks, lunch, and dinner, allow you to share perspectives on the global oil refining business with other oil refining Executives and Strategists.

The seminar concludes with a discussion on how to develop and deploy a corporate strategy to achieve a Refinery of the Future 2025 vision.

TS2 2007 : INTERACTIVE - INSPIRED- INNOVATIVE

TS2 2007: July 30 – August 2, 2007, Washington, DC

The trade show and corporate events industry best gather in 28 days.

TS2 is it. The best event tailored exclusively for professionals like you in the exhibit and event industry. Where you’ll tackle your biggest challenges – and get engaging, hard-hitting answers from the pros. TS2 overflows with new ideas, practical solutions and winning strategies so you can save time while boosting your results.

You’re busy and we know it is hard to get away. But, take three, or even just one or two, days for yourself and put the experts to work for you. Register today.

Our conference lineup this year covers everything from evaluating your current program for increased results to how to maximize your marketing dollars to creating and promoting your brand in a competitive marketplace to ‘selling’ your importance to your boss to positioning for profit. TS2 is everything you need to succeed.

Rub elbows with other creative exhibit and event professionals who are eager to talk shop about best practices, worst mistakes, time-tested solutions and other topics you want to talk about. Explore our exposition with thousands of products and services for your program – see, touch, demo and buy the latest innovations in the industry.

And, when the day is done – have fun at the hottest party in DC – TS2 Block Party sponsored by Elements Exhibits. Enjoy three levels of entertainment with conveyor belts of sushi, Latin infusion with dancing, drinks and food to spice up the evening, rock on in the TS2 Tonight room featuring the very special TS2-tini. Come during the day for learning, stay into the night for fun, food, drinks and dancing.

Join the thousands of other exhibit and event professionals at THE Industry Event – TS2. Don’t wait, register today at http://tr.subscribermail.com/cc.cfm?sendto=http%3A%2F%2Fwww%2Ets2show%2Ecom%2Fregister&tempid=f6efcccf55d549b7a46887e96237120b&mailid=7cb46ffe78c74d7d98d287e96237120b.

Question or need more information, visit our website, www.ts2show.com or contact us at 800-NTP-SHOW, ext. 242 or info@ts2show.com.

See you in Washington, DC

CREATE YOUR MARKETING STRATEGY

Introduction

Central to any successful marketing strategy is an understanding of your customers and their needs. The ability to satisfy your customers' needs better than your competitors are able to can help you build customer loyalty and increase sales.

However, both customer needs and the business environment in which you operate are constantly changing. Your marketing strategy needs to consider what changes are taking place, and the opportunities and threats that are emerging.

A marketing strategy will also help you assess how successful you are at meeting your customers' needs, as well as how successful your competitors are. It may also help you identify new markets that you can successfully target.

This guide helps you to identify which customers to focus on and your key objectives in reaching them. It explains what to include in your marketing strategy and how it can be used as the basis for effective action.

CREATE YOUR MARKETING STRATEGY

Key elements of a successful marketing strategy

One of the key elements of a successful marketing strategy is a thorough understanding of who your customers are and what "needs" they are looking to satisfy. Customer groups or segments can be identified and each targeted with marketing activity that specifically addresses their particular needs.

In order to meet customer needs and remain competitive, it is important to identify and respond to any changes in customer needs and attitudes in your industry and in the broader economic climate. It is therefore vital that you assess your business environment when developing your marketing strategy.

You can then create a marketing strategy that makes the most of your strengths and matches them to the needs of the customers you want to target. For example, if a particular group of customers is looking for quality first and foremost, then any marketing activity aimed at them should draw attention to the high quality service you can provide.

It is important to think through the consequences of your marketing strategy to make sure it's realistic. For example, there is no point in basing a strategy on rapid growth if you won't be able to produce enough goods. The best strategy will reflect your own strengths and weaknesses. See our page within this guide on strenghts and weaknesses.

A key element often overlooked is that of monitoring and evaluating how effective your strategy has been. This control element not only helps you see how the strategy is performing in practice, it can also help inform your future marketing strategy.

Don't forget that your marketing plan (your action plan for implementing your marketing strategy) needs to be constantly reviewed and updated or replaced when necessary - just like your own products or services.

CREATE YOUR MARKETING STRATEGY

Understanding your strengths and weaknesses

Your strategy must take account of how your business' strengths and weaknesses will affect your marketing.

Begin your marketing strategy document with an honest and rigorous SWOT analysis, looking at your strengths, weaknesses, opportunities and threats.,

Strengths could include:

· personal and flexible customer service
· special features or benefits that your product offers
· specialist skills

Weaknesses could include:

· limited financial resources
· lack of an established reputation
· inefficient accounting systems

Opportunities could include:

· increased demand from a particular market sector
· using the Internet to reach new markets
· new technologies that allow you to improve product quality

Threats could include:

· the emergence of a new competitor
· more sophisticated, attractive or cheaper versions of your product or service
· new legislation increasing your costs
· a downturn in the economy, reducing overall demand

Find out how to do a SWOT analysis on the bizhelp 24 website.

Having done your analysis, you can then measure the potential effects each element may have on your marketing strategy.

For example, if new regulations will increase the cost of competing in a market where you're already weak, you might want to look for other opportunities. On the other hand, if you have a good reputation and your key competitor is struggling, the regulations might present the opportunity to push aggressively for new customers.

CREATE YOUR MARKETING STRATEGY

Developing your marketing strategy

With an understanding of your business' internal strengths and weaknesses and the external opportunities and threats, you can develop a strategy that plays to your own strengths and matches them to the emerging opportunities. You can also identify your weaknesses and try to minimise them.

The next step is to draw up a detailed marketing plan that sets out the specific actions to put that strategy into practice. See our guide on how to write a marketin plan.

Questions to ask when developing your strategy

· What changes are taking place in our business environment? Are these opportunities or threats?
· What are our strengths and weaknesses?
· What do I want to achieve? Set clear, realistic objectives.
· What are customers looking for? What are their needs?
· Which customers are the most profitable?
· How will I target the right potential customers? Are there groups that I can target effectively?
· What's the best way of communicating with them?
· Could I improve my customer service? This can be a low-cost way of gaining a competitive advantage over rivals, keeping customers, boosting sales and building a good reputation.
· Could changing my products or services increase sales and profitability? Most products need to be continuously updated to maintain competitiveness.
· How will I price my product or service? Although prices need to be competitive, most businesses find that trying to compete on price alone is a poor strategy. What else are my customers interested in? Quality? Reliability? Efficiency? Value for money?
· What is the best way of distributing and selling my products?
· How can I best promote my products? Options might include advertising, direct marketing, exhibiting at trade fairs, PR or marketing on the web.
· How can I tell if my marketing is effective? A small-scale trial can be a good way of testing a marketing strategy without committing to excessive costs.

CREATE YOUR MARKETİNG STRATEGY

Tips and pitfalls

Before looking at new markets, think about how you can get the most out of your existing customer base - it's usually more economical and quicker than finding new customers.

Consider whether you can sell more to your existing customers or look at ways of improving the retention of key customers.

Focus on the market

Your marketing strategy document should:

· analyse the different needs of different groups of customers
· focus on a market niche where you can be the best
· aim to put most of your efforts into the 20 per cent of customers who provide 80 per cent of profits

Don't forget the follow-up

· Put your marketing strategy into effect with a marketing plan that sets out actions, dates, costs, resources and effective selling programmes.
· Measure the effectiveness of what you do. Be prepared to change things that aren't working.

Pitfalls to avoid

· Making assumptions about what customers want.
· Ignoring the competition.
· Trying to compete on price alone.
· Relying on too few customers.
· Trying to grow too quickly.
· Becoming complacent about what you offer and failing to innovate.

CREATE YOUR MARKETİNG STRATEGY

Here's how I chose the right marketing mix

Two years ago, human resources consultancy Wickland Westcott reviewed the marketing strategy for its assessment and development services. A new focus and a more structured approach have already paid dividends. The last financial year was Wickland Westcott's best ever. Co-owner and director of assessment and development, Colin Mercer, describes the process.

What I did

Identify strengths and weaknesses

"In 2002 the company was doing well, but our approach to marketing was hit-and-miss. We went through the business from top to bottom and pinpointed our strengths and weaknesses.
"On the plus side, customer research showed that we had a great reputation for quality service. On the minus side, brand awareness was low and some of our systems weren't working well. We also used published academic research to find out more about our target customers' mindset and why they buy. We used all the information to create a marketing strategy with clear objectives. These included developing our network of partnerships, raising brand awareness, positioning ourselves as strategic thinkers in our market, and getting more business through referrals."

Work to a plan

"With clear objectives in mind, writing and implementing a marketing plan was easier. We changed our marketing mix and our approach:

· Our printed newsletter, our main direct marketing method, was made more customer-focused by including market briefings. Feedback has improved and we've had several approaches from new clients who've received it.

· Instead of cold calling, we stepped up marketing via our network of partners. We provided them with clear information so that they could promote all our services to their clients. Now, about 20 per cent of what we bill is to partners rather than end users.

· To establish ourselves as strategic thinkers in our markets we began getting articles published in relevant trade journals. This raised brand awareness and enhanced our reputation. We also use re-prints of the articles as a direct marketing tool.

· We also re-designed our website and launched an Interview Guide on CD-Rom to show the flexibility of our services.

"We now review our marketing strategy and update the plan every six months. As a result of one review, we decided to attend a big trade conference, which worked extremely well for us and generated a lot of new leads."

Clean up the database

"Marketing to existing customers is easier and cheaper than starting from scratch with new ones, because existing customers are aware of our quality. However, to market effectively to this group required a better customer database than we had. As a result we decided to update our customer database. It's just as well we did, because as we updated it we found that approximately 40 per cent of the entries contained errors, duplications or were completely irrelevant. If we'd marketed to our original database we'd have wasted a lot of time and money.
"We now have a proper database management strategy. We nominated one person internally to take responsibility and now it's kept up to date meticulously. We also use bought-in contact databases to help us target new customers."

What I'd do differently

Repackage content

"We were slow to realise that the content we had on our website and in other marketing literature was a gold mine. It can be repackaged in lots of different ways. For example, a case study written for the website can be used as a mail shot, as the basis for a trade magazine article and as a handout for meetings as well. We're much better at it now, and we use all our content, including survey results, across all our marketing channels. However, we could have made use of what we had much sooner."

GOOGLE, ŞARZ EDİLEBİLİR ARABA YAPACAK

Google daha temiz teknolojilerin ticari olarak tutunabilirliğini hızlandırmak için şarj edilebilir arabalar gibi yenilikçi projelere yatırım yapacak.
Dünyanın en çok kullanılan arama motoru Google, temiz enerji ve yeşil teknoloji yatırım planlarını açıkladı. 2008'den itibaren karbon nötralize etme politikasının uygulanmasını sağlayacak olan Google, küresel karbon emisyonunu azaltacak projelere yatırım yapacak. Google CEO'su Eric Schmidt yaptığı açıklamada, yeni teknolojilere yatırım yaparak ve bu konularda diğerleriyle ortaklıklar gerçekleştirilerek, çevreye anlamlı katkıda bulunulabileceğini söyledi. Schmidt, "Bu sadece bir başlangıç. İklim değişikliği ile baş edebilmek için aktif olarak daha fazla fırsat arıyoruz" dedi. İklim Grubu Başkanı Dr. Steve Howard ise küresel ısınmanın yarattığı tehditler, ekonominin her sektöründe cesur, yaratıcı ve geniş kapsamlı hareket gerektirdiğini belirtti. Howard, Google'ın çevresel yenilikçiliğe yatırım yapmaktaki kararlılığının, 'dünya çapında' etki alanı ile birleştiğinde, iklim değişikliği konusunda uluslararası bir hareketi önemli derecede teşvik edeceğini ve hızlandıracağını söyledi.

ENERJİ STRATEJESİ

Google'dan yapılan açıklamada, temiz enerji ve yeşil teknolojiye ilişkin stratejinin önemli unsurları şöyle sıralandı.

-Google, standart veri merkezlerinin harcadığı enerjinin yarısı kadar enerji kullanacak.

-Daha temiz enerji kullanımını özendirmek amacıyla, veri merkezleri için güç satın alırken, karbon için bir gölge fiyatı uygulayacak.

-Takasın çevresel gelişimi finanse etmeye yardımcı olacağına inanan Google, küresel karbon emisyonunu azaltacak projelere yatırım yapacak.

- Daha temiz teknolojilerin ticari olarak tutunabilirliğini hızlandırmak için şarj edilebilir arabalar gibi yenilikçi projelere yatırım yapacak.

-Google, Earth ve Google Transit gibi ürünlerini kullanarak, enerji ve iklim değişikliği konularında kullanıcılarının bilgi vermesi ve dünyayı harekete geçirmesine katkı sağlayacak.

-Enerji verimliliği ve yenilenebilir portföy standartlarını belirlemek, sera gazı emisyonları için fiyat işaretlerini belirlemek, enerji verimliliği ve yenilenebilir enerji araştırma ve geliştirmesi gibi hususlar için kamu harcamalarını artırmak dahil olmak üzere kamu politikasındaki değişimleri destekleyecek.

Refinery Runs Jump But Gasoline Production Remains Flat—Supply Slips

The run rate at domestic oil refineries ramped up 1.8 percent to 89.4 percent of capacity during the week-ended June 22, climbing from a 16-year low in the utilization rate for this time of year the prior week, the Energy Information Administration reports. Still, gasoline production was relatively flat at 9.342 million bpd despite the sharp increase in crude processed at domestic refineries.

“[S]ome analysts are wondering if magic might be the explanation for the near-record production of gasoline, even as refinery utilization dropped to the lowest percentage since at least 1991 for this time of year during the week ending June 15,” said analysts with the EIA in their weekly report on the market.

The EIA said that refineries can make operational adjustments or change the type of crude processed to increase the yield of gasoline that might keep crude inputs flat, noting that there is a strong economic incentive to produce gasoline. The analysts also said there can be a disconnect between crude inputs at refineries and gasoline output, as “there are ways to increase U.S. finished motor gasoline supplies other than the processing of crude oil through U.S. refineries.”

“[C]oncerns have focused on crude throughput declines as a result of crude oil distillation towers being under repair or maintenance,” said the analysts. “In these cases, refiners can produce more gasoline by increasing their use of unfinished oils to use as feedstocks to units downstream of the crude tower, such as the fluid catalytic cracking unit or the coking unit. These unfinished oils may come from other U.S. refiners or from imports.”

The EIA highlighted a 6.4 million bbl decline in inventory levels of unfinished oils during the six-week period ended June 22, which is a consumption rate of about 150,000 bpd, as one indicator this is taking place.

“Second, consider blending activity at terminals that results in finished gasoline production. Blenders combine materials such as alkylate, RBOB, ethanol and other gasoline blending components into finished gasoline, which is included in U.S. gasoline production,” said the EIA.

The EIA said net inputs of blending components to refineries and blenders have averaged nearly 500,000 bpd during the two-month period ended June 22, which is well above the year-ago total. The EIA said that while domestic refineries produce gasoline blending components, imports make up most of that volume.

“Some analysts have speculated that once refinery utilization did increase back to more typical percentages for this time of year, we would see a substantial increase in the already high gasoline production volumes,” said the EIA, who noted that didn’t happen.

“It is certainly plausible that as refineries return to operation after maintenance, that gasoline production from unfinished oils may decline,” said the analysts. “Regardless of how gasoline is produced, the gasoline market remains tight with inventories remaining below the average range.”

The EIA shows gasoline inventory levels slipping 700,000 bbl to 202.6 million bbl during the week-ended June 22, which is down 11.8 million bbl or 5.5 percent against the comparable week a year-ago.

Implied gasoline demand during the four weeks ending June 22 is 9.537 million bpd, which is 129,000 bpd or 1.4 percent above the same period in 2006. Year over year, preliminary data from Jan. 1 through June 22 also reflects a 129,000 bpd or 1.4 percent demand growth rate for gasoline.

Aslında üstün zekalısınız

Son bilimsel araştırmalara göre, bireylerin büyük bölümü yeteneklerini küçümsüyor. Aslında sınırsız bir öğrenme ve yaratıcılık yeteneğine sahipsiniz. İnsan beyninin bilinen yeteneklerinin yüzde 95'i son 20 yıl içinde öğrenildi. İşte çağdaş zeka ve beynin doğası üzerine yapılan araştırmalardan çarpıcı sonuçlar.

Çoğumuz geleneksel IQ (Zeka düzeyi) testine dayalı bir zeka konseptiyle büyüdük. IQ testi, Alfred Binet (1857-1911) tarafından bulundu. Binet'in psikolojiye aşırı ilgisi vardı. Özellikle, çocukların akademik potansiyelinin değerlendirilmesinde kültür ve sınıf önyargılarının üstesinden gelmek istiyordu.

Geleneksel IQ konsepti o dönem için devrim sayıldı. Ancak günümüzün araştırmaları bu testin iki önemli zafiyetini ortaya çıkardı. Birincisi, zekanın doğuşda belirlendiği ve değişmez olduğu. Buzan, Machado, Wenger gibi araştırmacılar, eğitimle IQ'nun yükselebileceğini gösterdiler. Nature Dergisi yaptığı bir araştırmada genlerin IQ'ya yüzde 48'den fazla etkili olmadığı sonucuna vardı. Yüzde 52'si doğum öncesinin, çevrenin ve eğitimin bir fonksiyonuydu.
Psikolog Howard Gardner her birimizin en az yedi ölçülebilir zekaya sahip olduğumuzu belirten çoklu zeka teorisini ortaya koydu.

Yedi zeka ve her biri için bazı dahi örnekleri şöyle:

1. Mantık-Matematik: Stephan Hawking, Isaac Newton, Marie Curie
2. Sözel-Edebi: William Shakespeare, Emily Dickinson, Jorge Luis Borges
3. Mekanik: Michelangelo, Georgia O'Keeffe, Buckminster Fuller
4. Müzik: Mozart, George Gerswin, Ella Fitzgerald
5. Beden-Kinestetik: Morihei Ueshiba, Muhammed Ali, F. M. Alexander
6. İnsanlar arası-Sosyal: Nelson Mandela, Mahatma Gandhi, Kraliçe I. Elizabeth
7. İç dünyası (kendini bilme): Viktor Frankl, Thich Nhat Hanh, Rahibe Teresa

Çağdaş psikolojik araştırmalar beyninizin sandığınızdan çok daha iyi olduğunu ortaya çıkardı. Beyniniz, herhangi bir süper bilgisayardan daha esnek ve daha boyutlu. Hayatınız boyunca, her saniye, saniyede yedi şeyi öğrenebilir ve beyninizde daha çok öğrenecek yeterli yeri bulabilirsiniz. Beyninizi doğru şekilde kullanırsanız yaşlandıkça gelişir. Sınırsız sayıda kromozom bağlantısı yapma kabiliyetine, yani düşünce durumu potansiyeline sahip.
Yavru ördekler hayatta kalmayı annelerini taklit ederek öğrenirler. En iyi modelleri seçmek bizi potansiyelimizin gerçekleşmesine doğru götürür. Örneğin iyi bir lider olmak istiyorsanız Winston Churchill, Abraham Lincoln ya da Kraliçe Elizabeth'i inceleyin.
The Book of Genius'ta (Dahinin Kitabı) Tony Buzan ve Raymond Keene tarihin en büyük dahilerini sıraladılar.

Kriterleri şunlardı: Özgünlük, beceriklilik, konusuna hakimiyet, vizyonun evrenselliği, güç ve enerji.

Liste şöyle sıralanıyor.

1. Leonardo Da Vinci
2. William Shakespeare
3. Mısır piramitlerini inşa edenler
4. Johann Wolfgang von Goethe
5. Michelangelo
6. Sir Isaac Newton
7. Thomas Jefferson
8. Büyük İskender
9. Phidias (Atina'nın mimarı)
10. Albert Einstein

Kaynak: Beyaz YayınlarıMichael J. Gelb, Leonardo Da Vinci Gibi Düşünmek

EDO Named DIRCM ``Supplier of the Year'' by SELEX

EDO supplies flexible circuits and motors for the SELEX Directional Infrared Counter Measures system used on military aircraft such as this EH-101 helicopter. DIRCM jams the guidance systems of portable, infrared, ground-fired missiles. (Photo: Business Wire)

NEW YORK--(BUSINESS WIRE)--EDO Corporation’s (NYSE: EDO) U.K. business unit has been named “Supplier of the Year” by Finmeccanica’s SELEX Sensors and Airborne Systems division in Edinburgh for contributing to the Directional Infrared Counter Measures (DIRCM) project. EDO supplies flexible circuits and motors used to integrate DIRCM systems into various military aircraft.

The DIRCM system eliminates or reduces the risk of attack from portable, infrared, ground-fired missiles. The system automatically detects and tracks the missiles before jamming their guidance equipment.

“The ‘Supplier of the Year’ award highlights our performance for on-time delivery, quality and exceptional customer service for both products,” said James M. Smith, EDO’s chief executive officer. “We look forward to continuing our work with the world’s leading aerospace and defense companies, such as SELEX, by providing specialized technology and engineering-driven products.”

EDO Corporation designs and manufactures a diverse range of products for aerospace, defense, intelligence, and commercial markets. Major product groups include: Professional and Engineering Services, Defense Electronics, Communications, Aircraft Armament Systems, Undersea Warfare, and Integrated Composite Structures. EDO’s advanced systems are at the core of the transformation to lighter, faster, and smarter defense capabilities.

With headquarters in New York, EDO Corporation (http://www.edocorp.com/) employs 4,000 people worldwide. The company was founded in 1925 and had revenues of $715 million in 2006.

TARİHİN EN İSABETLİ 10 YÖNETİM KARARI

ABD'de yapılan bir araştırmada, Amerikan iş dünyası bugüne dek dünyada alınmış en başarılı 10 işletme yönetimi kararını şöyle belirlemiş...

10. İsviçreli saat üreticilerinin, kendi markaları için birbirleriyle rekabeti sürerken, uluslararası düzeyde öteki ülkelerin saat üreticilerine karşı işbirliği yapma kararı vermeleri.

"İsviçre" ve "saat"'in bileşiminden oluşturdukları sözcüğü de, bu amaçla kurdukları ortak şirketin markası olarak belirlediler:"Swatch". Swatch ile birlikte, İsviçre'nin dünya saat piyasasındaki payı yüzde 15'ten yüzde 50'ye yükseldi.

9. Dell'in ürettiği kişisel bilgisayarları tüketicilere doğrudan kendisi satmaya karar verip organizasyonunu da bu amaçla yeniden düzenlemesi.

Bu karar sonucunda yalnızca dağıtım kanallarına ayrılan pay değil, şirketin gereksinim duyduğu işletme sermayesi maliyeti de önemli ölçüde düştü. Nihai tüketicilere doğrudan ulaşabilmek, Dell'e ürünlerinde müşteri taleplerine en uygun tasarımı en kısa sürede gerçekleştirme, stok maliyetlerini büyük oranda düşürme ve müşteri hizmetlerinde büyük atılım yapma olanağı kazandırdı.

8. Barbie bebeklerin üreticisi Mattel'in, Barbie'nin yanına erkek arkadaşı Ken'i ekleme kararı. Ken, Barbie serisine eklenen ilk çeşitlemeydi; aynı zamanda, oyuncak bebeğe secere yaratmak, farklı kültürlerden yeni yeni akraba ve arkadaşlar eklemek yoluyla markayı daha da geliştirip güçlendirme politikasının da öncüsü oldu.

7. Antik çağ'da, Tebai kentinde bir köle sahibinin, kaçak bir kölesinin bulunup geri getirilmesi için bir duyuru yayınlatması.
Bu duyuru, dünyanın bilinen en eski reklamıdır ve dünya reklamcılığının başlangıcı olarak kabul edilir.

6. Coca-Cola'nın, eski geleneksel formülüne geri dönme kararı.
Yeni çıkarılan formül, lezzet testlerinden başarıyla geçtiği ve yeni ürünün tanıtımı için büyük bir reklam bütçesi ayrılıp harcanmaya başlandığı halde, şirket, sadık müşterilerinin istediklerine uyarak eski formülünü sürdürmeyi tercih etti.

5. Henry Ford'un, otomobil fabrikalarında çalışan işçilerin gündelik ücretlerine yüzde 100 zam yapması.
Ford bu kararı, otomobil satışlarının hızlanması üzerine almış; gündelik ücretleri 2.5 dolardan 5 dolara çıkarmıştı.

4. Japon otomotiv şirketi Toyota'nın, Amerikalı W. Edward Deming'in ortaya attığı kalite tekniklerini uygulamaya karar vermesi.
Amerikalı ve Avrupalı otomotiv firmalarının bu kararı izlemeye başlamaları 1980'leri bulmuştur. Oysa, Toyota bu kararı 1940'larda benimseyip "toplam kalite" anlayışını uygulamaya koymuştu. Bu yaklaşımdaki öncülüğü, Toyota'yı son yıllarda dünya otomotiv sektörünün zirvesine yükseltti.

3. Johnson & Johnson'ın, Tyleon adlı ilacı piyasadan toplama kararı.
Birilerinin Tyleon kapsüllerine siyanür bulaştıması yüzünden sekiz kişinin ölmesi üzerine, Johnson&Johnson kendileri için insanların yaşamının ve sağlığının şirket kararlarından daha önemli olduğunu açıklayarak piyasaya verdiği ilaçların tümünü toplayıp imha etti.

2. Apple'ın, dünyanın ilk kişisel bilgisayarını üretip piyasaya sürme kararı.
İlk kişisel bilgisayar olan Apple I'ın ardından Macintosh üretildi ve dünyanın en hızlı gelişen, ilerleyen sektörü böylece ortaya çıktı.

1. Bill Gates'in firması, Microsoft'un geliştireceği işletim sistemini başka bilgisayar üreticilerine de satabilmek için IBM'i ikna etmeyi başarması.

IBM'in bu sözleşmenn konusu olan MS-DOS işletim sisteminin geliştirme maliyetinin büyük bir bölümünü ödediği halde, Gates'in istediği hakkı da tanıdı. Bu karar Microsoft'un inanılmaz yükselişinin başlangıcını; IBM'in ise sarsılmaz olduğuna inanılan tahtının sallanmaya, dağılmaya başlamasını simgeler.

Kaynak: CU Haber