[User] <image>

[User] Analyze the image and describe in detail the levels and relationships of information in the mind map.

[Assistant] <s_map><s_node-0><s_text>TIMELINE</s_text><s_node-1><s_text>!950's - 1960's</s_text><s_node-2><s_text>February 24, 1955:</s_text><s_node-3><s_text>Steven Paul Jobs is born in San Francisco to Joanne Carole Schieble and Abdulfattah Jandali. The then-unmarried couple give up their son to adoption. Paul and Clara Jobs become Jobs' non-biological parents.</s_text></s_node-3><sep/><s_text>1961:</s_text><s_node-3><s_text>The Jobs family moves to Mountain View, Calif., part of what would later become known as Silicon Valley.</s_text></s_node-3><sep/><s_text>1968:</s_text><s_node-3><s_text>Jobs calls Bill Hewlett, the co-founder and co-namesake of Hewlett-Packard, looking for spare parts to build a frequency counter. Hewlett gives Jobs the parts, as well as an internship with the company that summer.</s_text></s_node-3></s_node-2><sep/><s_text>1970's</s_text><s_node-2><s_text>1970:</s_text><s_node-3><s_text>Meets future Apple co-founder Steve Wozniak through a friend. In Wozniak's 2006 autobiography, "iWoz," he notes that the two "hit it off" immediately, despite their four-year age difference.</s_text></s_node-3><sep/><s_text>1972:</s_text><s_node-3><s_text>Graduates from Homestead High School in Cupertino, Calif., and enrolls at Reed College in Portland, Ore., only to drop out a semester later. Jobs would go on to sit in on classes that interested him, such as calligraphy, despite not getting credit for them.</s_text></s_node-3><sep/><s_text>1974:</s_text><s_node-3><s_text>Begins a brief stint as an engineer at Atari. Working the night shift, he employs Wozniak to help whittle down the hardware required for a prototype of a single-player version of Pong, the game that would go on to become Breakout. Jobs leaves Atari in the summer to travel through India, only to return to California to live in a commune.</s_text></s_node-3><sep/><s_text>1976:</s_text><s_node-3><s_text>Co-founds Apple Computer with Wozniak and Ronald Wayne. That same year, the company sells the Apple I in the form of a kit that sells for $666.66.</s_text></s_node-3><sep/><s_text>January 3, 1977:</s_text><s_node-3><s_text>Apple incorporates.</s_text></s_node-3><sep/><s_text>June 5, 1977:</s_text><s_node-3><s_text>Releasesthe Apple II, the first commercially available personal computer in a plastic case with color graphics--and Apple's first successful personal computer.</s_text><sep/><s_text></s_text><s_node-4><s_text>The Apple II computer.</s_text><sep/><s_text>(Credit: Computer History Museum)</s_text></s_node-4></s_node-3></s_node-2><sep/><s_text>1980's</s_text><s_node-2><s_text>December 12,  1980:</s_text><s_node-3><s_text>Apple goes public, putting Jobs' net worth north of $200 million.</s_text></s_node-3><sep/><s_text>January 24, 1984:</s_text><s_node-3><s_text>Two days after the $1.5 million Ridley Scott-directed "1984" Super Bowl commercial airs, introduces the Macintosh to much fanfare during Apple's shareholder meeting. "For the first time ever, I'd like to let Macintosh speak for itself." The computer's voice then says, "Never trust a computer you can't lift." Macintosh becomes the first commercially successful small computer with a graphical user interface.</s_text><sep/><s_text></s_text><s_node-4><s_text>Original Macintosh (Credit: Apple)</s_text></s_node-4></s_node-3><sep/><s_text>September 12,  1985:</s_text><s_node-3><s_text>CEO John Sculley engineers Jobs' ouster from Apple. Jobs resigns as Apple chairman, saying in a board meeting, "I've been thinking a lot, and it's time for me to get on with my life. It's obvious that I've got to do something. I'm 30 years old." Soon thereafter, Jobs starts NeXT Computer (which later becomes NeXT Software), funded by selling $70 million of his Apple stock. An "interpersonal" NeXT workstation, sporting a built-in Ethernet port, is used by Tim Berners-Lee at CERN to become the first server of the World Wide Web.</s_text></s_node-3><sep/><s_text>February 3,  1986:</s_text><s_node-3><s_text>For $10 million, buys the Graphics Group division of Lucasfilm that becomes Pixar Animation Studios.</s_text></s_node-3><sep/><s_text>1988:</s_text><s_node-3><s_text>NeXT Computer releases its first computer.</s_text></s_node-3></s_node-2><sep/><s_text>1990's</s_text><s_node-2><s_text>1993:</s_text><s_node-3><s_text>NeXT discontinues hardware business, gets into software instead. The company is renamed NeXT Software, Inc.</s_text></s_node-3><sep/><s_text>November 29,  1995:</s_text><s_node-3><s_text>Becomes Pixar's president and CEO. Later in the year, Jobs brings Pixar pubic one week after the release of "Toy Story," with Tom Hanks doing the voice of Woody and Tim Allen as Buzz Lightyear. The film earns $192 million at the box office. Its success helps make it quite attractive for celebrities to lend their voices to animated characters.</s_text></s_node-3><sep/><s_text>December 10,  1996:</s_text><s_node-3><s_text>Returns to Apple, as an adviser, after it buys NeXT for $429 million.</s_text></s_node-3><sep/><s_text>July 9,  1997:</s_text><s_node-3><s_text>Becomes CEO, initially as the de facto chief, then as interim chief in September.</s_text></s_node-3><sep/><s_text>August 6,  1997:</s_text><s_node-3><s_text>Announces a $150 million investment from Microsoft, coupled with a partnership onMicrosoft Office and Internet Explorer for theMac.</s_text></s_node-3><sep/><s_text>November 10,  1997:</s_text><s_node-3><s_text>Introduces the Apple Store, which lets consumers custom-order Apple products directly from the company online.</s_text></s_node-3><sep/><s_text>January 8,  1998:</s_text><s_node-3><s_text>Apple returns to profitability.</s_text></s_node-3><sep/><s_text>May 6,  1998:</s_text><s_node-3><s_text>Introduces the iMac, which becomes commercially available in August.</s_text><sep/><s_text></s_text><s_node-4><s_text>Apple's original iMac.</s_text><sep/><s_text>(Credit: Apple)</s_text></s_node-4></s_node-3></s_node-2><sep/><s_text>This mind map was downloaded from www.biggerplate.com</s_text><s_node-2><s_text>Find more mind maps in our library</s_text><sep/><s_text>Follow us on Twitter</s_text><sep/><s_text>Find us on Facebook</s_text></s_node-2><sep/><s_text>2000's</s_text><s_node-2><s_text>January 5,  2000:</s_text><s_node-3><s_text>Drops the "interim" from his CEO title at the Macworld Expo, joking that he would be using the title "iCEO," paying homage to the company's product-naming conventions. Takes a $1 annual salary. Soon terminates projects including Newton and OpenDoc, and changes licensing terms to make Mac-cloning cost-prohibitive. Technologies developed at NeXT ultimately evolve into Apple products such as the Mac OS.</s_text></s_node-3><sep/><s_text>January 9,  2001:</s_text><s_node-3><s_text>Introduces iTunes, then exclusively for Mac users. "iTunes is miles ahead of every other jukebox application, and we hope its dramatically simpler user interface will bring even more people into the digital music revolution."</s_text></s_node-3><sep/><s_text>March 24,  2001:</s_text><s_node-3><s_text>Apple ships the the first version of Mac OS X, code-named Cheetah.</s_text></s_node-3><sep/><s_text>May 19,  2001:</s_text><s_node-3><s_text>Opens Apple's first retail stores in Tysons Corner, Va., and Glendale, Calif. The store designs and personal sales methods proved to be tremendously popular. Apple was running 330 stores worldwide as of July 2011.</s_text></s_node-3><sep/><s_text>October 23,  2001:</s_text><s_node-3><s_text>Introduces the iPod:</s_text><sep/><s_text></s_text><s_node-4><s_text>Original iPhone</s_text><sep/><s_text>(Credit: Declan McCullagh/ CNET News.com)</s_text></s_node-4><sep/><s_text>"With iPod, Apple has invented a whole new category of digital music player that lets you put your entire music collection in your pocket and listen to it wherever you go...With iPod, listening to music will never be the same again." Apple's shipped more than 300 million iPods as of October 2011.</s_text></s_node-3><sep/><s_text>July 17,  2002:</s_text><s_node-3><s_text>Apple introduces the first Windows-compatible iPods at Macworld.</s_text><sep/><s_text></s_text><s_node-4><s_text>The original iPod.</s_text><sep/><s_text>(Credit: Apple)</s_text></s_node-4></s_node-3><sep/><s_text>April 28,  2003:</s_text><s_node-3><s_text>Opens the iTunes Music Store in the United States. Apple sold 10 billion songs via iTunes as of February 24, 2010, and it counted 225 million iTunes accounts with credit cards as of June 2011.</s_text></s_node-3><sep/><s_text>October 16,  2003:</s_text><s_node-3><s_text>Introduces "the day hell froze over," announcing iTunes' compatibility with Windows.</s_text></s_node-3><sep/><s_text>August 1,  2004:</s_text><s_node-3><s_text>Jobs undergoes surgery to remove a cancerous tumor in his pancreas.</s_text></s_node-3><sep/><s_text>January 11,  2005:</s_text><s_node-3><s_text>Apple introduces an iPod Shuffle. "iPod Shuffle is smaller and lighter than a pack of gum and costs less than $100...With most flash memory music players, users must use tiny displays and complicated controls to find their music; with iPod Shuffle you just relax, and it serves up new combinations of your music every time you listen."</s_text></s_node-3><sep/><s_text>June 6,  2005:</s_text><s_node-3><s_text>At WWDC, announces switch from IBM chips to Intel's Core Duo chips with Apple's new MacBook Pro and iMac.</s_text></s_node-3><sep/><s_text>June 12, 2005</s_text><s_node-3><s_text>Steve Jobs' 2005 Stanford University Commencement Address</s_text><sep/><s_text>Stay Hungry. Stay Foolish! (Text))</s_text></s_node-3><sep/><s_text>September 7,  2005:</s_text><s_node-3><s_text>Introduces iPod Nano: "iPod Nano is the biggest revolution since the original iPod...iPod Nano is a full-featured iPod in an impossibly small size, and it's going to change the rules for the entire portable music market."</s_text></s_node-3><sep/><s_text>October 12,  2005:</s_text><s_node-3><s_text>Introduces iPod with video: "This is the best music player we've ever made...It's 30 percent thinner and has 50 percent more capacity for the same price, and you get video as a bonus."</s_text></s_node-3><sep/><s_text>January 13,  2006:</s_text><s_node-3><s_text>That year, Apple's market capitalization surpasses Dell's.</s_text></s_node-3><sep/><s_text>January 25,  2006:</s_text><s_node-3><s_text>Disney buys Pixar for $7.4 billion; Jobs joins Disney's board as its top shareholder. As of March 2011, Jobs owns 138 million shares of Disney, an estimated 7.29 percent of the company, and his net worth is estimated to be $8.3 billion. He owns 5.426 million shares of Apple as of February 2011.</s_text></s_node-3><sep/><s_text>February 2,  2006:</s_text><s_node-3><s_text>iTunes sells its billionth song: "I hope that every customer, artist and music company executive takes a moment today to reflect on what we've achieved together during the past three years."</s_text></s_node-3><sep/><s_text>January 9,  2007:</s_text><s_node-3><s_text>Drops "Computer" from Apple's name. Introduces the iPhone: "iPhone is a revolutionary and magical product that is literally five years ahead of any other mobile phone...We are all born with the ultimate pointing device--our fingers--and iPhone uses them to create the most revolutionary user interface since the mouse." Apple owns 19.1 percent of the smartphone market as of August 2011, having shipped 108 million iPhones worldwide as of March 2011.</s_text></s_node-3><sep/><s_text>September 5,  2007:</s_text><s_node-3><s_text>Introduces the iPod Touch: "The iPod Touch is a landmark iPod, ushering in a whole new generation of features based on its revolutionary multitouch interface and built-in Wi-Fi wireless networking...People are going to be amazed at how thin it is and how much it does."</s_text></s_node-3><sep/><s_text>December 5,  2007:</s_text><s_node-3><s_text>Inducted in the California Hall of Fame by Gov. Arnold Schwartzenegger.</s_text></s_node-3><sep/><s_text>January 15, 2008:</s_text><s_node-3><s_text>Introduces the App Store as an update to iTunes. Also introduces the MacBook Air. The App Store facilitated 18 billion app downloads as of October 4, 2011.</s_text></s_node-3><sep/><s_text>June 9,  2008:</s_text><s_node-3><s_text>Unveils MobileMe, Apple's first cloud offering: "Now users who are not part of an enterprise that runs Exchange can get the same push email, push calendars and push contacts that the big guys get."</s_text></s_node-3><sep/><s_text>January 14,  2009:</s_text><s_node-3><s_text>Jobs takes a 6-month leave of absence for medical reasons.</s_text></s_node-3></s_node-2><sep/><s_text>2010's</s_text><s_node-2><s_text>January 27, 2010:</s_text><s_node-3><s_text>Introduces the iPad. Apple sells 500,000 iPads during their first week on the market and gains 84 percent of the tablet market by the end of the year, with an estimated 12.9 million shipped as of December 10, 2010, and 25 million shipped worldwide as of June 2011. That same month, the company discloses that it has sold 200 million iOS devices.</s_text></s_node-3><sep/><s_text>November 16,  2010:</s_text><s_node-3><s_text>Convinces Apple Corps. and EMI Group to make Beatles albums available on iTunes: "We love the Beatles, and are honored and thrilled to welcome them to iTunes...It has been a long and winding road to get here. Thanks to the Beatles and EMI, we are now realizing a dream we've had since we launched iTunes 10 years ago."</s_text></s_node-3><sep/><s_text>January 17,  2011:</s_text><s_node-3><s_text>Goes on medical leave of absence from CEO post nearly two years after the six-month break he took to undergo a liver transplant.</s_text></s_node-3><sep/><s_text>February 10,  2011:</s_text><s_node-3><s_text>Apple starts selling iPhones via Verizon Wireless, officially ending AT&T's exclusive U.S. contract.</s_text></s_node-3><sep/><s_text>February 15,  2011:</s_text><s_node-3><s_text>Launches a media subscription service in the App Store: "Our philosophy is simple--when Apple brings a new subscriber to the app, Apple earns a 30 percent share; when the publisher brings an existing or new subscriber to the app, the publisher keeps 100 percent, and Apple earns nothing."</s_text></s_node-3><sep/><s_text>March 2,  2011:</s_text><s_node-3><s_text>Jobs makes a surprise appearance to take the wraps off the iPad 2 at an invite-only event in downtown San Francisco. It's his first public appearance at a company event since announcing his third medical leave from the company in January.</s_text></s_node-3><sep/><s_text>June 6,  2011:</s_text><s_node-3><s_text>Gives a keynote speech at Apple's Worldwide Developers Conference, it's Jobs' last public appearance at an Apple event.</s_text></s_node-3><sep/><s_text>June 7,  2011:</s_text><s_node-3><s_text>Pitches Cupertino on a new Apple campus.</s_text></s_node-3><sep/><s_text>August 9,  2011:</s_text><s_node-3><s_text>Apple shares edge past those of Exxon Mobil to become the most valuable U.S. company, in terms of market capitalization, at $337.17 billion.</s_text></s_node-3><sep/><s_text>August 24,  2011:</s_text><s_node-3><s_text>Resigns from Apple CEO post; becomes chairman.</s_text></s_node-3></s_node-2><sep/><s_text>Renowned technology pioneer Steve Jobs died today at the age of 56.  The Apple co-founder had been the company's CEO until August when he stepped down for health reasons. For the past two months, he was Apple's chairman of the board.</s_text></s_node-1></s_node-0></s_map>


[User] <image>

[User] Analyze the image and describe in detail the levels and relationships of information in the mind map.

[Assistant] <s_map><s_node-0><s_text>Cantons of Switzerland</s_text><s_node-1><s_text>about this map</s_text><s_node-2><s_text>by wojciech korsak (POLAND)</s_text><s_node-3></s_node-3><sep/><s_text>all information & detailed maps: https://en.wikipedia.org/wiki/Cantons_of_Switzerland https://en.wikipedia.org/wiki/Switzerland</s_text></s_node-2><sep/><s_text>Aargau</s_text><s_node-2><s_text>Aarau with capital Aarau</s_text><sep/><s_text>Baden with capital Baden</s_text><sep/><s_text>Bremgarten with capital Bremgarten</s_text><sep/><s_text>Brugg with capital Brugg</s_text><sep/><s_text>Kulm with capital Unterkulm</s_text><sep/><s_text>Laufenburg with capital Laufenburg</s_text><sep/><s_text>Lenzburg with capital Lenzburg</s_text><sep/><s_text>Muri with capital Muri</s_text><sep/><s_text>Rheinfelden with capital Rheinfelden</s_text><sep/><s_text>Zofingen with capital Zofingen</s_text><sep/><s_text>Zurzach with capital Zurzach</s_text></s_node-2><sep/><s_text>*Appenzell Ausserrhoden</s_text><s_node-2><s_text>Hinterland with capital Herisau</s_text><sep/><s_text>Mitteland with capital Trogen</s_text><sep/><s_text>Vorderland with capital Heiden</s_text></s_node-2><sep/><s_text>*Appenzell Innerrhoden</s_text><s_node-2><s_text>Appenzell with capital Appenzell</s_text><sep/><s_text>Gonten</s_text><sep/><s_text>Oberegg</s_text><sep/><s_text>Rüte with capital Appenzell</s_text><sep/><s_text>Schlatt-Haslen</s_text><sep/><s_text>Schwende with capital Appenzell</s_text></s_node-2><sep/><s_text>*Basel-Landschaft</s_text><s_node-2><s_text>Arlesheim with capital Arlesheim</s_text><sep/><s_text>Laufen with capital Laufen</s_text><sep/><s_text>Liestal with capital Liestal</s_text><sep/><s_text>Sissach with capital Sissach</s_text><sep/><s_text>Waldenburg with capital Waldenburg</s_text></s_node-2><sep/><s_text>*Basel-Stadt</s_text><sep/><s_text>Bern</s_text><s_node-2><s_text>Bern-Mittelland with capital Ostermundigen, made up of all or part of the former districts of Bern, Fraubrunnen, Konolfingen, Laupen, Schwarzenburg and Seftigen</s_text><sep/><s_text>Biel/Bienne with capital Biel/Bienne, made up of all of the former district of Biel and about half of the former district of Nidau</s_text><sep/><s_text>Emmental with capital Langnau im Emmental, made up of all or part of the former districts of Burgdorf, Signau and Trachselwald</s_text><sep/><s_text>Frutigen-Niedersimmental with capital Frutigen, made up of all or part of the former districts of Frutigen and Niedersimmental</s_text><sep/><s_text>Interlaken-Oberhasli with capital Interlaken, made up of all or part of the former districts of Interlaken and Oberhasli</s_text><sep/><s_text>Jura bernois with capital Courtelary, made up of all or part of the former districts of Courtelary, Moutier and La Neuveville</s_text><sep/><s_text>Oberaargau with capital Wangen an der Aare, made up of all or part of the former districts of Aarwangen and Wangen</s_text><sep/><s_text>Obersimmental-Saanen with capital Saanen, made up of all of the former districts of Obersimmental and Saanen</s_text><sep/><s_text>Seeland with capital Aarberg, made up of all or part of the former districts of Aarberg, Büren, Erlach and Nidau</s_text><sep/><s_text>Thun with capital Thun, made up of all of the former administrative district of Thun</s_text></s_node-2><sep/><s_text>Fribourg</s_text><s_node-2><s_text>Broye with capital Estavayer-le-Lac</s_text><sep/><s_text>Glâne with capital Romont</s_text><sep/><s_text>Gruyère with capital Bulle</s_text><sep/><s_text>Sarine with capital Fribourg</s_text><sep/><s_text>See/Lac with capital Murten/Morat</s_text><sep/><s_text>Sense with capital Tafers</s_text><sep/><s_text>Veveyse with capital Châtel-Saint-Denis</s_text></s_node-2><sep/><s_text>Geneva</s_text><sep/><s_text>Glarus</s_text><sep/><s_text>Grisons</s_text><s_node-2><s_text>Albula</s_text><sep/><s_text>Bernina</s_text><sep/><s_text>Engiadina Bassa/Val Müstair</s_text><sep/><s_text>Imboden</s_text><sep/><s_text>Landquart</s_text><sep/><s_text>Maloja</s_text><sep/><s_text>Moesa</s_text><sep/><s_text>Plessur</s_text><sep/><s_text>Prättigau/Davos</s_text><sep/><s_text>Surselva</s_text><sep/><s_text>Viamala</s_text></s_node-2><sep/><s_text>Jura</s_text><s_node-2><s_text>Delémont with capital Delémont</s_text><sep/><s_text>Porrentruy with capital Porrentruy</s_text><sep/><s_text>Franches-Montagnes with capital Saignelégier</s_text></s_node-2><sep/><s_text>Lucerne</s_text><s_node-2><s_text>Entlebuch with capital Schüpfheim</s_text><sep/><s_text>Hochdorf with capital Hochdorf</s_text><sep/><s_text>Luzern with capital Luzern</s_text><sep/><s_text>Sursee with capital Sursee</s_text><sep/><s_text>Willisau with capital Willisau</s_text></s_node-2><sep/><s_text>Neuchâtel</s_text><s_node-2><s_text>Boudry with capital Boudry</s_text><sep/><s_text>La Chaux-de-Fonds with capital La Chaux-de-Fonds</s_text><sep/><s_text>Le Locle with capital Le Locle</s_text><sep/><s_text>Neuchâtel with capital Neuchâtel</s_text><sep/><s_text>Val-de-Ruz with capital Cernier</s_text><sep/><s_text>Val-de-Travers with capital Val-de-Travers</s_text></s_node-2><sep/><s_text>*Nidwalden</s_text><sep/><s_text>*Obwalden</s_text><sep/><s_text>Schaffhausen</s_text><s_node-2><s_text>Stein with capital Stein am Rhein</s_text><sep/><s_text>Schaffhausen with capital Schaffhausen</s_text><sep/><s_text>Schleitheim with capital Schleitheim</s_text><sep/><s_text>Oberklettgau with capital Neunkirch</s_text><sep/><s_text>Unterklettgau with capital Hallau</s_text><sep/><s_text>Reiat with capital Thayngen</s_text></s_node-2><sep/><s_text>Schwyz</s_text><s_node-2><s_text>Einsiedeln including only the municipality of the same name</s_text><sep/><s_text>Gersau including only the municipality of the same name</s_text><sep/><s_text>Höfe with capital alternating between Wollerau and the village of Pfäffikon</s_text><sep/><s_text>Küssnacht including only the municipality of the same name</s_text><sep/><s_text>March with capital Lachen</s_text><sep/><s_text>Schwyz with capital Schwyz</s_text></s_node-2><sep/><s_text>Solothurn</s_text><s_node-2><s_text>Bucheggberg, Amtei Wasseramt-Bucheggberg</s_text><sep/><s_text>Dorneck, Amtei Dorneck-Thierstein (unofficially Schwarzbubenland)</s_text><sep/><s_text>Gäu, Amtei Thal-Gäu</s_text><sep/><s_text>Gösgen, Amtei Olten-Gösgen (unofficially Niederamt)</s_text><sep/><s_text>Lebern, Amtei Solothurn-Lebern</s_text><sep/><s_text>Olten, Amtei Olten-Gösgen</s_text><sep/><s_text>Solothurn, Amtei Solothurn-Lebern</s_text><sep/><s_text>Thal, Amtei Thal-Gäu</s_text><sep/><s_text>Thierstein, Amtei Dorneck-Thierstein</s_text><sep/><s_text>Wasseramt, Amtei Wasseramt-Bucheggberg</s_text></s_node-2><sep/><s_text>St. Gallen</s_text><s_node-2><s_text>Rheintal with capital Altstätten</s_text><sep/><s_text>Rorschach with capital Rorschach</s_text><sep/><s_text>Sarganserland with capital Sargans</s_text><sep/><s_text>See-Gaster with capital Rapperswil-Jona</s_text><sep/><s_text>St. Gallen with capital St. Gallen</s_text><sep/><s_text>Toggenburg with capital Lichtensteig</s_text><sep/><s_text>Werdenberg with capital Buchs</s_text><sep/><s_text>Wil with capital Wil</s_text></s_node-2><sep/><s_text>Thurgau</s_text><s_node-2><s_text>Arbon with capital Arbon</s_text><sep/><s_text>Frauenfeld with capital Frauenfeld</s_text><sep/><s_text>Kreuzlingen with capital Kreuzlingen</s_text><sep/><s_text>Münchwilen with capital Münchwilen</s_text><sep/><s_text>Weinfelden with capital Weinfelden</s_text></s_node-2><sep/><s_text>Ticino</s_text><s_node-2><s_text>Bellinzona with capital Bellinzona</s_text><sep/><s_text>Blenio with capital Acquarossa</s_text><sep/><s_text>Leventina with capital Faido</s_text><sep/><s_text>Locarno with capital Locarno</s_text><sep/><s_text>Lugano with capital Lugano</s_text><sep/><s_text>Mendrisio with capital Mendrisio</s_text><sep/><s_text>Riviera with capital Riviera</s_text><sep/><s_text>Vallemaggia with capital Cevio</s_text></s_node-2><sep/><s_text>Uri</s_text><sep/><s_text>Valais</s_text><s_node-2><s_text>Brig with capital Brig-Glis</s_text><sep/><s_text>Conthey with capital Conthey</s_text><sep/><s_text>Entremont with capital Sembrancher</s_text><sep/><s_text>Goms with capital Münster-Geschinen</s_text><sep/><s_text>Hérens with capital Evolène</s_text><sep/><s_text>Leuk with capital Leuk</s_text><sep/><s_text>Martigny with capital Martigny</s_text><sep/><s_text>Monthey with capital Monthey</s_text><sep/><s_text>Saint-Maurice with capital Saint-Maurice</s_text><sep/><s_text>Sierre with capital Sierre</s_text><sep/><s_text>Sion with capital Sion</s_text><sep/><s_text>Visp with capital Visp</s_text><sep/><s_text>The district of Raron</s_text><s_node-3><s_text>Östlich Raron with capital Mörel-Filet</s_text><sep/><s_text>Westlich Raron with capital Raron</s_text></s_node-3></s_node-2><sep/><s_text>Vaud</s_text><s_node-2><s_text>Aigle with capital Aigle</s_text><sep/><s_text>Broye-Vully with capital Payerne</s_text><sep/><s_text>Gros-de-Vaud with capital Echallens</s_text><sep/><s_text>Jura-North Vaudois with capital Yverdon-les-Bains</s_text><sep/><s_text>Lausanne with capital Lausanne</s_text><sep/><s_text>Lavaux-Oron with capital Cully</s_text><sep/><s_text>Morges with capital Morges</s_text><sep/><s_text>Nyon with capital Nyon</s_text><sep/><s_text>Riviera-Pays-d'Enhaut with capital Vevey</s_text><sep/><s_text>Ouest Lausannois with capital Renens</s_text></s_node-2><sep/><s_text>Zug</s_text><sep/><s_text>Zürich</s_text><s_node-2><s_text>Affoltern with capital Affoltern am Albis</s_text><sep/><s_text>Andelfingen with capital Andelfingen</s_text><sep/><s_text>Bülach with capital Bülach</s_text><sep/><s_text>Dielsdorf with capital Dielsdorf</s_text><sep/><s_text>Dietikon with capital Dietikon</s_text><sep/><s_text>Hinwil with capital Hinwil</s_text><sep/><s_text>Horgen with capital Horgen</s_text><sep/><s_text>Meilen with capital Meilen</s_text><sep/><s_text>Pfäffikon with capital Pfäffikon</s_text><sep/><s_text>Uster with capital Uster</s_text><sep/><s_text>Winterthur with capital Winterthur</s_text><sep/><s_text>Zürich comprises the city of Zürich</s_text></s_node-2></s_node-1></s_node-0></s_map>


[User] <image>

[User] Identify and output all the nodes and their interconnections in this mind map image.

[Assistant] <s_map><s_node-0><s_text>Waste as a Resource</s_text><s_node-1><s_text>Introduction Chair: Barry Bolton Chairman ACM</s_text><s_node-2><s_text>Barry Bolton</s_text><s_node-3><s_text>Co founder/Chariman</s_text><sep/><s_text>B2B waste management solutions</s_text><sep/><s_text>Use waste as a resource</s_text><sep/><s_text>E.g</s_text><s_node-4><s_text>Disposing of plastic</s_text><sep/><s_text>Moving to food waste and other materials</s_text></s_node-4></s_node-3><sep/><s_text>Half of world's population lives in cities</s_text><sep/><s_text>Cities should value the subject matter</s_text><s_node-3><s_text>Current</s_text><sep/><s_text>Future</s_text></s_node-3><sep/><s_text>Latest thinking on exploiting the cities waste</s_text><s_node-3><s_text>Initial a problem we buried!</s_text><sep/><s_text>Waste is a man made concept</s_text></s_node-3><sep/><s_text>Debate and Discuss the options</s_text><s_node-3><s_text>How have peoples views evolved</s_text><sep/><s_text>Much more done at home</s_text><sep/><s_text>Expand this to strategic thinking</s_text></s_node-3><sep/><s_text>How might Birmingham rethink and better utilise the value in its waste? What can the city learn from European best practice?</s_text></s_node-2><sep/><s_text>Peter Jones (Ecolateral)</s_text><s_node-2><s_text>Peter Jones Introduction</s_text><s_node-3><s_text>Agent of Change</s_text><sep/><s_text>Economist</s_text><s_node-4><s_text>Logistics</s_text><s_node-5><s_text>Trucks</s_text><sep/><s_text>Data</s_text><sep/><s_text>Movement</s_text></s_node-5><sep/><s_text>Measure of flows</s_text><s_node-5><s_text>What you put in you get out</s_text></s_node-5></s_node-4></s_node-3><sep/><s_text>The 3 musketeers of Policy</s_text><s_node-3><s_text>Economics</s_text><s_node-4><s_text>Affordability</s_text></s_node-4><sep/><s_text>Technology</s_text><s_node-4><s_text>Availability</s_text></s_node-4><sep/><s_text>Societal attitude</s_text></s_node-3><sep/><s_text>The Scale of Transformation</s_text><s_node-3><s_text>Organic Mass</s_text><sep/><s_text>Big changes in the volumes of Carbon Waste</s_text><sep/><s_text>Almost trebled in size</s_text><sep/><s_text>The Reverse Logistics of Waste</s_text><s_node-4><s_text>Collection</s_text><sep/><s_text>Intermediate Quality Control</s_text><sep/><s_text>Material Transition</s_text><sep/><s_text>Product Sales</s_text></s_node-4></s_node-3><sep/><s_text>Market Driven Economics</s_text><s_node-3><s_text>Picky about Technology Choices</s_text><sep/><s_text>The long term winner will</s_text><s_node-4><s_text>Maximise feedstock conversion</s_text><sep/><s_text>Sell output at higher price</s_text><sep/><s_text>Low carbon footprint</s_text></s_node-4><sep/><s_text>What type of technology?</s_text><s_node-4><s_text>Zero Waste Game</s_text><s_node-5><s_text>Boomerang</s_text><sep/><s_text>From incineration to Landfill</s_text></s_node-5><sep/><s_text>What is the CO2 impact</s_text><sep/><s_text>Challenge for Birmingham</s_text><s_node-5><s_text>Where to put it</s_text><s_node-6><s_text>Properties companies such as</s_text><s_node-7><s_text>Hospitals</s_text><sep/><s_text>Food</s_text><sep/><s_text>Data centres</s_text></s_node-7></s_node-6><sep/><s_text>Must have evaluation criteria</s_text><s_node-6><s_text>The Planning Route Map</s_text><sep/><s_text>Where are the energy sinks</s_text><s_node-7><s_text>Recycling</s_text><sep/><s_text>Soil Manufacturing</s_text><sep/><s_text>Gas</s_text></s_node-7></s_node-6></s_node-5></s_node-4><sep/><s_text>Shift from Gate fees to Backend improvements</s_text><s_node-4><s_text>New players in this market</s_text><s_node-5><s_text>DS Smith</s_text><sep/><s_text>Peel</s_text><sep/><s_text>Stobart</s_text><sep/><s_text>Air Products</s_text><sep/><s_text>Supermarket Logistics</s_text></s_node-5></s_node-4><sep/><s_text>The lights go out???</s_text><s_node-4><s_text>We do not have an energy strategy</s_text></s_node-4><sep/><s_text>Adequate selection of tech and where you put it</s_text><s_node-4><s_text>Crucial to tip the balance</s_text><sep/><s_text>Come back in 5 or 10 years time to check out</s_text></s_node-4></s_node-3></s_node-2><sep/><s_text>Richard Kirkman (Veolia ES)</s_text><s_node-2><s_text>Intro</s_text><s_node-3><s_text>Generate a New Model</s_text><s_node-4><s_text>3 stages</s_text></s_node-4><sep/><s_text>Veolia ES</s_text><s_node-4><s_text>Investment</s_text><sep/><s_text>future 1Bn over the next year</s_text></s_node-4></s_node-3><sep/><s_text>Back in time</s_text><s_node-3><s_text>What has Birmingham Achieved</s_text><s_node-4><s_text>6.5 increased to 31.4</s_text><sep/><s_text>Invested in the energy recovery facilities</s_text><s_node-5><s_text>Continually change and improve over time</s_text></s_node-5></s_node-4><sep/><s_text>Where shall we go next</s_text><s_node-4><s_text>Achieve targets</s_text><sep/><s_text>Keep Birmingham as top performing</s_text><sep/><s_text>Raise awareness in the wider community</s_text><sep/><s_text>A unified Plan</s_text><s_node-5><s_text>Materials</s_text><sep/><s_text>Water</s_text><sep/><s_text>Energy</s_text></s_node-5></s_node-4></s_node-3><sep/><s_text>Recycle and recover</s_text><s_node-3><s_text>What can we deliver</s_text><sep/><s_text>Expand recyclables</s_text><s_node-4><s_text>Collect PET and HDPE</s_text><sep/><s_text>Key is separating</s_text><s_node-5><s_text>Magpie tech</s_text></s_node-5><sep/><s_text>Food waste collection</s_text><s_node-5><s_text>Which way</s_text><s_node-6><s_text>Anaerobic Digestion</s_text><sep/><s_text>Composting</s_text><sep/><s_text>Percolating Anaerobic Digestion!</s_text><s_node-7><s_text>PANDA</s_text></s_node-7></s_node-6></s_node-5><sep/><s_text>Quick wins</s_text><s_node-5><s_text>Modify Existing tech in Tyseley Energy Hub</s_text><sep/><s_text>Higher thermal recovery</s_text></s_node-5></s_node-4></s_node-3><sep/><s_text>Future</s_text><s_node-3><s_text>What will it look like!</s_text><s_node-4><s_text>Vertical Farms</s_text><sep/><s_text>Trucks from Bio Diesel</s_text></s_node-4><sep/><s_text>Already</s_text><s_node-4><s_text>Leeds recycling centre 2016</s_text><sep/><s_text>Hertfordshire recycling and recovery centre.. Planning</s_text></s_node-4><sep/><s_text>Value from everywhere and anywhere</s_text><s_node-4><s_text>Street sweeping recycling</s_text><s_node-5><s_text>Separates</s_text><s_node-6><s_text>Stones</s_text><sep/><s_text>twigs</s_text><sep/><s_text>cans</s_text><sep/><s_text>Plastics</s_text><sep/><s_text>Dust</s_text><s_node-7><s_text>Pladium</s_text></s_node-7></s_node-6></s_node-5></s_node-4><sep/><s_text>The Future is in our hands</s_text><s_node-4><s_text>Tech is important</s_text><sep/><s_text>however it is the value and outcomes</s_text><sep/><s_text>Decisions</s_text><sep/><s_text>Heating, power to public, Max recycling, Biomass</s_text></s_node-4><sep/><s_text>Make Birmingham the reference city</s_text><s_node-4><s_text>See slide</s_text><sep/><s_text>Low Carbon ENERGY city</s_text><s_node-5><s_text>Extend district heating and innovate low carbon energy</s_text><sep/><s_text>De carbonising</s_text></s_node-5></s_node-4></s_node-3></s_node-2><sep/><s_text>This mind map was downloaded from www.biggerplate.com</s_text><s_node-2><s_text>Find more mind maps in our library</s_text><sep/><s_text>Follow us on Twitter</s_text><sep/><s_text>Find us on Facebook</s_text></s_node-2><sep/><s_text>Gary Donoghue/Andrew Cousins (Amey)</s_text><s_node-2><s_text>Intro</s_text><s_node-3><s_text>Municipal Waste related to Birmingham</s_text><sep/><s_text>Collection is the main focus</s_text></s_node-3><sep/><s_text>AmeyCespa</s_text><s_node-3><s_text>amey public sector Cespa spain</s_text><sep/><s_text>Focuses on waste treatment</s_text><sep/><s_text>Key accounts</s_text><s_node-4><s_text>Cam</s_text><sep/><s_text>N York</s_text><sep/><s_text>Milton Keynes</s_text></s_node-4></s_node-3><sep/><s_text>How can Birmingham drive more value out of its waste?</s_text><s_node-3><s_text>Waste Hierarchy</s_text><s_node-4><s_text>move up to the top</s_text><sep/><s_text>Importance of people to do that</s_text></s_node-4></s_node-3><sep/><s_text>Performance to date</s_text><s_node-3><s_text>Focused on recovery of energy</s_text><sep/><s_text>Prevention!</s_text><sep/><s_text>Birmingham</s_text><s_node-4><s_text>Cost £60Mpa</s_text><s_node-5><s_text>Biggest in the UK</s_text></s_node-5><sep/><s_text>Recycling 29.5%</s_text><sep/><s_text>Bottom Quartile in the UK</s_text></s_node-4><sep/><s_text>Will have to collect a huge amount of waste to reduce</s_text></s_node-3><sep/><s_text>Increasing value from Birmingham waste</s_text><s_node-3><s_text>3 ways to focus on increase Recycling</s_text><s_node-4><s_text>Target Right Materials</s_text><s_node-5><s_text>Target Materials which are local</s_text><sep/><s_text>Tagert Materials with a real value</s_text><sep/><s_text>Are they recognisable to residents</s_text><sep/><s_text>Don't generate waste to meet targets</s_text><sep/><s_text>Keep food in the garden to compost!</s_text></s_node-5><sep/><s_text>Collect material in an efficient way</s_text><s_node-5><s_text>Bins are winning!</s_text><sep/><s_text>Service should be easy to use</s_text></s_node-5><sep/><s_text>Make sure people Participate</s_text><s_node-5><s_text>No use if people don't use</s_text><s_node-6><s_text>New containers</s_text><sep/><s_text>New fleets</s_text></s_node-6><sep/><s_text>Educate and engage residents</s_text><sep/><s_text>People overestimate how much tax is spent on waste removal</s_text><sep/><s_text>Quality Service for little money</s_text><s_node-6><s_text>Educate People</s_text></s_node-6><sep/><s_text>Standardise Materials to make it easier to recycle</s_text><sep/><s_text>Enforcement</s_text><s_node-6><s_text>2 tier waste service charge?</s_text></s_node-6></s_node-5></s_node-4></s_node-3></s_node-2><sep/><s_text>Tim Miller (European Bioenergy Research Institute Aston University</s_text><s_node-2><s_text>EBRI</s_text><s_node-3><s_text>A solution provider in the area</s_text><sep/><s_text>example</s_text><s_node-4><s_text>Research through to industrial collaboration</s_text><sep/><s_text>Range of expertise</s_text><s_node-5><s_text>Intermediate hybolosis!(Check)?</s_text><s_node-6><s_text>Creates Charcoal</s_text><s_node-7><s_text>Gas and Oil</s_text><sep/><s_text>Runs Engines</s_text><sep/><s_text>Soil enhancer</s_text></s_node-7></s_node-6></s_node-5></s_node-4></s_node-3><sep/><s_text>Application of Pyroformer Technology in Birmingham</s_text><s_node-3><s_text>A city Powered by waste</s_text><sep/><s_text>Leakage of £1bn</s_text></s_node-3><sep/><s_text>Distributed heating schemes</s_text><s_node-3><s_text>Looking at what is already there</s_text><s_node-4><s_text>Broadband networks</s_text></s_node-4></s_node-3><sep/><s_text>Regional development fund</s_text><s_node-3><s_text>Bioenergy</s_text><sep/><s_text>Aston University</s_text><sep/><s_text>3 units within commercial sites</s_text><s_node-4><s_text>Spread of companies who are interested</s_text><sep/><s_text>Defence</s_text><sep/><s_text>Agriculture</s_text><sep/><s_text>Plastics</s_text><sep/><s_text>Cern</s_text><sep/><s_text>Food Manufacturing</s_text></s_node-4></s_node-3><sep/><s_text>To achieve bioenergy</s_text><s_node-3><s_text>Need to develop innovative and effective Biotechnology</s_text></s_node-3><sep/><s_text>Improving Investment opportunities</s_text><s_node-3><s_text>Studies to uncover how tech can be used</s_text><sep/><s_text>Investors seek to minimise risk and favour established, proven tech</s_text></s_node-3></s_node-2><sep/><s_text>Panel Discussion</s_text><s_node-2><s_text>Questions from Barry</s_text><s_node-3><s_text>What type of city do we want to work and live in?</s_text><sep/><s_text>Where are we now?</s_text><sep/><s_text>Where do we want to be?</s_text><sep/><s_text>How do we get there?</s_text><s_node-4><s_text>Energy tax?</s_text></s_node-4></s_node-3><sep/><s_text>Questions from Gary</s_text><s_node-3><s_text>Charging for waste?</s_text><s_node-4><s_text>Hidden vs Direct</s_text></s_node-4><sep/><s_text>Should we focus our efforts on recycling more and forget about non recyclers?</s_text><sep/><s_text>Communal collections? On domestic properties?</s_text></s_node-3><sep/><s_text>Landfill tax</s_text><sep/><s_text>What is the most series stumbling block to bring new tech into todays funding market?</s_text><s_node-3><s_text>Consider</s_text><s_node-4><s_text>Planning</s_text><sep/><s_text>Private companies should partner</s_text><sep/><s_text>Public money should not be risked</s_text></s_node-4><sep/><s_text>Barriers</s_text><s_node-4><s_text>Risk averse investors</s_text><s_node-5><s_text>Need the plan</s_text></s_node-5><sep/><s_text>Is the existing technology ok?</s_text><sep/><s_text>Government incentives</s_text><s_node-5><s_text>Certainty</s_text><sep/><s_text>Consistency</s_text><sep/><s_text>Trust</s_text><sep/><s_text>UK industry more to blame</s_text></s_node-5><sep/><s_text>Complicated</s_text></s_node-4><sep/><s_text>Stress costs coming down</s_text><s_node-4><s_text>Simple taxes for true cost of carbon</s_text></s_node-4></s_node-3><sep/><s_text>Local Authorities need to understand the value of resource</s_text><s_node-3><s_text>Do they have vision?</s_text><s_node-4><s_text>Not risk</s_text></s_node-4><sep/><s_text>Barrier</s_text><s_node-4><s_text>Costs</s_text></s_node-4><sep/><s_text>Solutions</s_text><s_node-4><s_text>Start smaller to avoid risk aversion</s_text><sep/><s_text>Evaluate true cost of waste</s_text></s_node-4><sep/><s_text>Rate of change of tech</s_text><s_node-4><s_text>Scale</s_text><sep/><s_text>Closed loop solutions</s_text></s_node-4><sep/><s_text>Right Partners</s_text><s_node-4><s_text>Private waste companies</s_text></s_node-4><sep/><s_text>See Circular Economy for answers</s_text><sep/><s_text>Find the Niche</s_text><s_node-4><s_text>Problem to fit tech</s_text><s_node-5><s_text>To scale Tech</s_text></s_node-5><sep/><s_text>Applies to other sectors</s_text></s_node-4><sep/><s_text>Real Benefit</s_text><s_node-4><s_text>How to build into an economical development Strategy</s_text><s_node-5><s_text>Think about the environment</s_text><s_node-6><s_text>NOT procurement process</s_text></s_node-6></s_node-5></s_node-4></s_node-3><sep/><s_text>Waste as a resource</s_text><s_node-3><s_text>Push and Pull economics</s_text><sep/><s_text>Short Supply</s_text><s_node-4><s_text>different driver of how to set up a system</s_text></s_node-4></s_node-3><sep/><s_text>Solutions should be closer to each other</s_text><s_node-3><s_text>Sewage works</s_text><s_node-4><s_text>Out of the water industry?</s_text><sep/><s_text>More carbon resource management</s_text><sep/><s_text>Another view</s_text><sep/><s_text>Its possible!</s_text><s_node-5><s_text>Part of a bigger strategy</s_text><sep/><s_text>Not always away from residential</s_text></s_node-5></s_node-4></s_node-3></s_node-2><sep/><s_text>Mind Mapping Sponsored by:</s_text></s_node-1></s_node-0></s_map>


[User] <image>

[User] Analyze the image and describe in detail the levels and relationships of information in the mind map.

[Assistant] <s_map><s_node-0><s_text>ARGENTINA  List of provinces</s_text><s_node-1><s_text>about this map</s_text><s_node-2><s_text>by wojciech korsak (POLAND)</s_text><s_node-3></s_node-3><sep/><s_text>all information: https://en.wikipedia.org/wiki/Provinces_of_Argentina</s_text></s_node-2><sep/><s_text>Ciudad de Buenos Aires</s_text><s_node-2><s_text>Buenos Aires</s_text><sep/><s_text>AREA</s_text><s_node-3><s_text>203 km2</s_text><sep/><s_text>(78 sq mi)</s_text></s_node-3></s_node-2><sep/><s_text>Buenos Aires</s_text><s_node-2><s_text>La Plata</s_text><sep/><s_text>AREA</s_text><s_node-3><s_text>307,571 km2</s_text><sep/><s_text>(118,754 sq mi)</s_text></s_node-3></s_node-2><sep/><s_text>Catamarca</s_text><s_node-2><s_text>(San Fernando del Valle de) Catamarca</s_text><sep/><s_text>AREA</s_text><s_node-3><s_text>102,602 km2</s_text><sep/><s_text>(39,615 sq mi)</s_text></s_node-3></s_node-2><sep/><s_text>Chaco</s_text><s_node-2><s_text>Resistencia</s_text><sep/><s_text>AREA</s_text><s_node-3><s_text>99,633 km2</s_text><sep/><s_text>(38,469 sq mi)</s_text></s_node-3></s_node-2><sep/><s_text>Chubut</s_text><s_node-2><s_text>Rawson</s_text><sep/><s_text>AREA</s_text><s_node-3><s_text>224,686 km2</s_text><sep/><s_text>(86,752 sq mi)</s_text></s_node-3></s_node-2><sep/><s_text>Córdoba</s_text><s_node-2><s_text>Córdoba</s_text><sep/><s_text>AREA</s_text><s_node-3><s_text>165,321 km2</s_text><sep/><s_text>(63,831 sq mi)</s_text></s_node-3></s_node-2><sep/><s_text>Corrientes</s_text><s_node-2><s_text>Corrientes</s_text><sep/><s_text>AREA</s_text><s_node-3><s_text>88,199 km2</s_text><sep/><s_text>(34,054 sq mi)</s_text></s_node-3></s_node-2><sep/><s_text>Entre Ríos</s_text><s_node-2><s_text>Paraná</s_text><sep/><s_text>AREA</s_text><s_node-3><s_text>78,781 km2</s_text><sep/><s_text>(30,418 sq mi)</s_text></s_node-3></s_node-2><sep/><s_text>Formosa</s_text><s_node-2><s_text>Formosa</s_text><sep/><s_text>AREA</s_text><s_node-3><s_text>72,066 km2</s_text><sep/><s_text>(27,825 sq mi)</s_text></s_node-3></s_node-2><sep/><s_text>Jujuy</s_text><s_node-2><s_text>(San Salvador de) Jujuy</s_text><sep/><s_text>AREA</s_text><s_node-3><s_text>53,219 km2</s_text><sep/><s_text>(20,548 sq mi)</s_text></s_node-3></s_node-2><sep/><s_text>La Pampa</s_text><s_node-2><s_text>Santa Rosa</s_text><sep/><s_text>AREA</s_text><s_node-3><s_text>143,440 km2</s_text><sep/><s_text>(55,380 sq mi)</s_text></s_node-3></s_node-2><sep/><s_text>La Rioja</s_text><s_node-2><s_text>La Rioja</s_text><sep/><s_text>AREA</s_text><s_node-3><s_text>89,680 km2</s_text><sep/><s_text>(34,630 sq mi)</s_text></s_node-3></s_node-2><sep/><s_text>Mendoza</s_text><s_node-2><s_text>Mendoza</s_text><sep/><s_text>AREA</s_text><s_node-3><s_text>148,827 km2</s_text><sep/><s_text>(57,462 sq mi)</s_text></s_node-3></s_node-2><sep/><s_text>Misiones</s_text><s_node-2><s_text>Posadas</s_text><sep/><s_text>AREA</s_text><s_node-3><s_text>29,801 km2</s_text><sep/><s_text>(11,506 sq mi)</s_text></s_node-3></s_node-2><sep/><s_text>Neuquén</s_text><s_node-2><s_text>Neuquén</s_text><sep/><s_text>AREA</s_text><s_node-3><s_text>94,078 km2</s_text><sep/><s_text>(36,324 sq mi)</s_text></s_node-3></s_node-2><sep/><s_text>Río Negro</s_text><s_node-2><s_text>Viedma</s_text><sep/><s_text>AREA</s_text><s_node-3><s_text>203,013 km2</s_text><sep/><s_text>(78,384 sq mi)</s_text></s_node-3></s_node-2><sep/><s_text>Salta</s_text><s_node-2><s_text>Salta</s_text><sep/><s_text>AREA</s_text><s_node-3><s_text>155,488 km2</s_text><sep/><s_text>(60,034 sq mi)</s_text></s_node-3></s_node-2><sep/><s_text>San Juan</s_text><s_node-2><s_text>San Juan</s_text><sep/><s_text>AREA</s_text><s_node-3><s_text>89,651 km2</s_text><sep/><s_text>(34,614 sq mi)</s_text></s_node-3></s_node-2><sep/><s_text>San Luis</s_text><s_node-2><s_text>San Luis</s_text><sep/><s_text>AREA</s_text><s_node-3><s_text>76,748 km2</s_text><sep/><s_text>(29,633 sq mi)</s_text></s_node-3></s_node-2><sep/><s_text>Santa Cruz</s_text><s_node-2><s_text>Río Gallegos</s_text><sep/><s_text>AREA</s_text><s_node-3><s_text>243,943 km2</s_text><sep/><s_text>(94,187 sq mi)</s_text></s_node-3></s_node-2><sep/><s_text>Santa Fe</s_text><s_node-2><s_text>Santa Fe</s_text><sep/><s_text>AREA</s_text><s_node-3><s_text>133,007 km2</s_text><sep/><s_text>(51,354 sq mi)</s_text></s_node-3></s_node-2><sep/><s_text>Santiago del Estero</s_text><s_node-2><s_text>Santiago del Estero</s_text><sep/><s_text>AREA</s_text><s_node-3><s_text>136,351 km2</s_text><sep/><s_text>(52,645 sq mi)</s_text></s_node-3></s_node-2><sep/><s_text>Tierra del Fuego</s_text><s_node-2><s_text>Ushuaia</s_text><sep/><s_text>AREA</s_text><s_node-3><s_text>21,263 km2</s_text><sep/><s_text>(8,210 sq mi)a</s_text></s_node-3></s_node-2><sep/><s_text>Tucumán</s_text><s_node-2><s_text>(San Miguel de) Tucumán</s_text><sep/><s_text>AREA</s_text><s_node-3><s_text>22,524 km2</s_text><sep/><s_text>(8,697 sq mi)</s_text></s_node-3></s_node-2></s_node-1></s_node-0></s_map>


[User] <image>

[User] Extract the key points from this mind map and construct their hierarchical relationship.

[Assistant] <s_map><s_node-0><s_text>Put your main topic (e.g. mapping guidelines)  in the center (1st check objective and audience)</s_text><s_relation>turn paper to landscape (use pencil w/ eraser) ()<sep/>main branch ()</s_relation><s_node-1><s_text>draw the first branch at 1 o'clock</s_text><s_node-2><s_text>branches close to the center are more directly related to the central topic</s_text><s_node-3><s_text>branches further away are more loosely related and or have a lower level of abstraction (examples)</s_text><s_relation>radiating out ()</s_relation><sep/><s_text>e.i. the chapters and paragraphs of a book</s_text></s_node-3><sep/><s_text>draw branches</s_text><s_node-3><s_text>clock wise</s_text><sep/><s_text>from thick to thin</s_text></s_node-3><sep/><s_text>write clearly</s_text><s_node-3><s_text>CAPITALS</s_text><sep/><s_text>length branch = length word</s_text></s_node-3><sep/><s_text>Use words and numb3r5</s_text><s_relation>write ()</s_relation></s_node-2><sep/><s_text>point out hierarchical structure and order</s_text><s_node-2><s_text>branches are connected</s_text><s_node-3><s_text>radiating out</s_text><s_relation>branches further away are more loosely related and or have a lower level of abstraction (examples) ()</s_relation><sep/><s_text>e.i. the structure of a tree</s_text></s_node-3><sep/><s_text>write</s_text><s_relation>Use words and numb3r5 ()</s_relation><s_node-3><s_text>less</s_text><s_node-4><s_text>full sentences</s_text></s_node-4><sep/><s_text>more</s_text><s_node-4><s_text>keywords</s_text></s_node-4><sep/><s_text>(exception: instructional maps like this one)</s_text></s_node-3><sep/><s_text>draw an empty branch</s_text><s_node-3><s_text>.......................................</s_text><sep/><s_text>stimulates (deep) thinking</s_text></s_node-3></s_node-2><sep/><s_text>clarify relationships</s_text><s_node-2><s_text>using</s_text><s_node-3><s_text>arrows</s_text><sep/><s_text>or the same</s_text><s_node-4><s_text>Colors</s_text><sep/><s_text>icons</s_text></s_node-4><sep/><s_text>boundaries</s_text></s_node-3></s_node-2><sep/><s_text>This mind map was downloaded from www.biggerplate.com</s_text><s_node-2><s_text>Find more mind maps in our library</s_text><sep/><s_text>Follow us on Twitter</s_text><sep/><s_text>Find us on Facebook</s_text></s_node-2><sep/><s_text>stimulate Whole Brain Thinking to</s_text><s_relation>increase ()</s_relation><s_node-2><s_text>increase</s_text><s_relation>stimulate Whole Brain Thinking to ()</s_relation><s_node-3><s_text>creativity</s_text><sep/><s_text>problem solving ability</s_text><sep/><s_text>memory</s_text></s_node-3><sep/><s_text>use</s_text><s_node-3><s_text>Colors</s_text><sep/><s_text>organic shapes</s_text><sep/><s_text>order</s_text><sep/><s_text>symbols, codes, icons, shapes,</s_text><s_node-4></s_node-4><sep/><s_text>drawings</s_text><sep/><s_text>lists</s_text></s_node-3><sep/><s_text>do this in groups using a projector and facilitator to</s_text><s_node-3><s_text>increase understanding</s_text><sep/><s_text>build a fundament for change</s_text></s_node-3></s_node-2><sep/><s_text>use memory techniques to facilitate</s_text><s_node-2><s_text>info from</s_text><s_node-3><s_text>Short-term memory</s_text><s_relation>Long-term memory ()</s_relation><sep/><s_text>Long-term memory</s_text><s_relation>Short-term memory ()</s_relation></s_node-3><sep/><s_text>for remembering, re-using, presenting,</s_text><sep/><s_text>examples</s_text><s_node-3><s_text>Repetition</s_text><sep/><s_text>humor</s_text><sep/><s_text>make it bizarre</s_text><sep/><s_text>.......</s_text></s_node-3></s_node-2><sep/><s_text>and use it in</s_text><s_node-2><s_text>Meetings and brainstorming</s_text><sep/><s_text>Writing articles and (business, project, ) plans</s_text><sep/><s_text>Management information and knowledge management</s_text><sep/><s_text>starting-up and tracking projects</s_text><sep/><s_text>Reporting and presenting</s_text><sep/><s_text>Customer Loyalty events and conferences</s_text><sep/><s_text>........</s_text></s_node-2><sep/><s_text>For doing more the right things in less time with more results, fun and peace of mind</s_text><s_relation>and use it in</s_relation><sep/><s_text>turn paper to landscape (use pencil w/ eraser)</s_text><s_relation>Put your main topic (e.g. mapping guidelines)  in the center (1st check objective and audience) ()</s_relation></s_node-1></s_node-0></s_map>


[User] <image>

[User] Parse this mind map and present its content in a structured way.


[User] <image>

[User] Analyze the image and describe in detail the levels and relationships of information in the mind map.

[Assistant] <s_map><s_node-0><s_text>Comment dominer le stress et les soucis</s_text><s_node-1><s_text>PRINCIPES</s_text><s_node-2><s_text>1. Vivez un jour à la fois</s_text><sep/><s_text>2. Dans les situations stressantes :</s_text><s_node-3><s_text>1. Envisagez le pire</s_text><sep/><s_text>2. Préparez-vous à accepter le pire</s_text><sep/><s_text>3. Tirez parti du pire</s_text></s_node-3><sep/><s_text>3. Rappelez-vous le prix exorbitant que le stress et les soucis peuvent coûter à votre santé</s_text><sep/><s_text>4. Rassemblez tous les faits</s_text><sep/><s_text>5. Pesez tous les faits puis décidez</s_text><sep/><s_text>6. La décision prise, agissez</s_text><sep/><s_text>7. Notez les réponses à ces quatre questions clés. 1/ Quel est le problème 2/ Quelles sont les causes du problème 3/ Quelles sont les solutions possibles 4/ Quelle est la meilleure solution</s_text><sep/><s_text>8. Occupez-vous constamment</s_text><sep/><s_text>9. Ne vous tracassez pas pour des bagatelles</s_text><sep/><s_text>10. Faites le calcul des probabilités pour gérer votre stress</s_text><sep/><s_text>11. Composez avec l'inévitable</s_text><sep/><s_text>12. Evaluez votre niveau maximum d'inquiétude pour une situation</s_text><sep/><s_text>13. Ne vous tracassez pas au sujet du passé</s_text><sep/><s_text>14. Emplissez-vous l'esprit de pensées de paix, de courage, de santé et d'espoir.</s_text><sep/><s_text>15. N'essayez jamais de vous venger</s_text><sep/><s_text>16. Attendez-vous à l'ingratitude</s_text><sep/><s_text>Enumérez vos raisons d'être heureux - et non vos malheurs</s_text><sep/><s_text>18. N'imitez pas les autres. Soyez vous-même</s_text><sep/><s_text>19. Tirez parti de vos épreuves</s_text><sep/><s_text>20. Créez du bonheur autour de vous</s_text><sep/><s_text>21. Priez</s_text><sep/><s_text>22. Considérez qu'une critique injuste cache souvent un compliment</s_text><sep/><s_text>23. Faites vraiment de votre mieux</s_text><sep/><s_text>24. Analysez vos erreurs et faites votre autocritique</s_text><sep/><s_text>25. Reposez-vous avant d'être fatigué</s_text><sep/><s_text>Apprenez à vous détendre au travail</s_text></s_node-2><sep/><s_text>Ch.1 Comment compartimenter votre vie</s_text><s_node-2><s_text>L'important n'est pas de voir ce qui se profile confusément au loin, mais de faire ce qui est nettement à portée de main</s_text><sep/><s_text>Je vous recommande d'apprendre à contrôler votre esprit de manière à pouvoir diviser votre existence en compartiments étanches. Bloquez l'avenir ainsi que le passé, l'avenir c'est aujourd'hui.</s_text><sep/><s_text>La meilleure façon de se préparer aux échéances de demain c'est de consacrer au travail du jour toute l'intelligence et l'enthousiasme don't on dispose afin de l'accomplir au mieux.</s_text><sep/><s_text>Considérer votre vie comme un sablier. La partie supérieure contient des milliers de grains de sable, qui, tous, passent, l'un après l'autre, lentement et régulièrement, par l'étroit goulot du milieu. Quoi que nous fassions, nous ne pouvons faire passer plus d'un grain à la fois, à moins de briser l'appareil. Nous ressemblons tous à un sablier. Chaque matin nous avons l'impression que nous devons mener à bonne fin dans la journée des centaines de tâches différentes. Mais is nous ne les abordons pas séparément, l'une après l'autre, nous finirons inévitablement par ruiner notre mécanisme physique et nerveux.</s_text><sep/><s_text>Bienheureux est celui qui possède le jour, Qui, sûr de lui, peut dire : Que m'importe demain, même si je dois mourir, Aujourd'hui j'ai vécu, à fond et sans détour. Horace</s_text><sep/><s_text>Pour le sage, chaque jour est une nouvelle vie</s_text><sep/><s_text>SALUT A L'AURORE Vois ce jour. Il est la vie. L'essence même de la vie. Dans sa course brève sont encloses Toutes les réalités de l'existence. La joie de progresser, Le bonheur d'agir, La splendeur d'accomplir. Déjà hier n'est plus qu'un rêve. Demain n'est encore qu'une vision. Mais cette journée bien vécue Fait de tous tes hiers un rêve de bonheur Et de tous tes demains promesse d'espérance. Un nouveau jour commence, Accueille-le joyeusement! Tel est le salut à l'aurore. Kalidasa Poète indien</s_text><sep/><s_text>Prenez le temps de vous poser les questions suivantes et de noter vos réponses :</s_text><s_node-3><s_text>Ai-je tendance à oublier le présent en me souciant de l'avenir ou en rêvant à quelque jardin enchanté ?</s_text><sep/><s_text>M'arrive-t-il de gâcher le présent en regrettant le passé ?</s_text><sep/><s_text>Suis-je bien décidé, chaque matin, à vivre ce jour, à utiliser au maximum la journée qui commence ?</s_text><sep/><s_text>Pourrais-je profiter d'avantage de l'existence en la divisant en compartiments étanches ?</s_text><sep/><s_text>Quand vais-je commencer ? La semaine prochaine ? Demain ? ... Aujourd'hui?</s_text></s_node-3></s_node-2><sep/><s_text>Ch. 2 Une formule utile pour gérer les situations stressantes</s_text><s_node-2><s_text>La vraie sérénité ne peut résulter que de l'acceptation de l'inévitable</s_text><sep/><s_text>1. Envisagez le pire</s_text><sep/><s_text>2. Préparez-vous à accepter le pire</s_text><sep/><s_text>3. Tirez parti du pire</s_text></s_node-2><sep/><s_text>Ch. 3 Evaluez les conséquences du stress sur votre santé</s_text><s_node-2><s_text>Je ne connais rien de plus encourageant que cette attitude indéniable que possède l'être humain d'élever sa qualité de vie par un effort conscient ...Thoreau</s_text><sep/><s_text>Rappelez-vous le prix exorbitant que le stress et les soucis peuvent coûter à votre santé</s_text></s_node-2><sep/><s_text>Ch. 4 Quelles sont les informations nécessaires</s_text><s_node-2><s_text>La confusion est la raison principale du stress. La moitié du stress vient de personnes essayant de prendre des décisions avant d'avoird rassemblé suffisamment de faits.</s_text><sep/><s_text>Lorsque nous consacrons notre temps et notre énergie à la recherche objective des faits, nos appréhensions sont presque toujours dissipées</s_text></s_node-2><sep/><s_text>Ch. 5 Comment décider avec sang-froid</s_text><sep/><s_text>Ch. 6 De la décision à l'action</s_text><s_node-2><s_text>Devant un problème difficile nottre incapacité à nous fixer une ligne de conduite nous mène au stress.</s_text></s_node-2><sep/><s_text>Ch.7 Comment éliminer 50% de votre stress professionnel</s_text><s_node-2><s_text>Notez les réponses à ces quatre questions clés. 1/ Quel est le problème 2/ Quelles sont les causes du problème 3/ Quelles sont les solutions possibles 4/ Quelle est la meilleure solution</s_text></s_node-2><sep/><s_text>Ch.8 Comment chasser les idées noires</s_text><s_node-2><s_text>Il est difficile d'être angoissé quand on est absorbé par une activité exigeant concentration et réflexion</s_text><sep/><s_text>Je suis bien trop occupé pour avoir le temps de me tourmenter</s_text><sep/><s_text>Thérapie de l'action</s_text></s_node-2><sep/><s_text>Ch.9 Gare aux petits ennuis qui gâchent la vie</s_text><s_node-2><s_text>Souvent une personne fait face aux grandes catastrophes de la vie avec courage, mais se laisse abattre par les bagatelles</s_text><sep/><s_text>Disraeli: "La vie est trop brève pour être petite"</s_text><sep/><s_text>André Maurois: "Ces mots m'ont aidé à surmonter bien des déconvenues. SOuvent nous nous laissons désarçonner par des vétilles que nous devrions ignorer. Nous avons peut-être quelques dizaines d'années ) vivre et nous gaspillons des heures irremplaçables à ressasser des rancoeurs qui, dans bien des cas, setont oubliées de tous. Emplissons notre vie d'activités et de sentiments qui en valent la peine, de grandes idées, de vrais affections et d'entreprises durables. Car la vie est trop brève pour être petite."</s_text><sep/><s_text>9. Ne vous tracassez pas pour des bagatelles</s_text></s_node-2><sep/><s_text>Ch.10 Une technique anti-stress</s_text><s_node-2><s_text>Au fil des ans, j'ai découvert que 99% des choses qui me stressaient n'arrivaient jamais.</s_text><sep/><s_text>10. Faites le calcul des probabilités pour gérer votre stress</s_text></s_node-2><sep/><s_text>Ch.11 Que faire devant l'inévitable</s_text><s_node-2><s_text>La rapidité avec laquelle nous pouvons nous adapter à des circonstances nouvelles est étonnante</s_text><sep/><s_text>Nous pouvons tous supporter des catastrophes quand nous y sommes forcés. Parfois, nous pensons que nous n'y arriverons pas, mais nous possédons des réserves surprenantes de force et d'énergie qui nous permettront de nous dépasser à condition de les utiliser.</s_text><sep/><s_text>Nous sommes plus fort que nous ne le pensons</s_text><sep/><s_text>Durant la guerre, des millions de soldats durent faire ce choix: ou bien composer avec l'inévitable, ou bien s'effondrer sous l'effet de la tension continuelle</s_text><sep/><s_text>11. Composez avec l'inévitable</s_text></s_node-2><sep/><s_text>Ch.12 Comment limiter votre inquiétude</s_text><s_node-2><s_text>Chaque fois que je passe un ordre en bourse, je fixe en même temps une limite de pertes; si j'achète un titre à 50 dollars, je donne immédiatement un ordre de vente à 45 dollars.</s_text><sep/><s_text>Une grand epartie de smalheurs dont nous souffrons provient d'une mauvaise estimation de la valeur réelle des choses et du fait que nous payons trop chers nos sifflets</s_text><sep/><s_text>Chaque fois que nous sommes tentés de gâcher notre force vitale, arrêtons-nous et posons-nous ces 3 questions: 1/ Combien ce qui me préoccupe vaut-il réellement pour moi? 2/ A quel niveau vais-je placer un "ordre limitatif de pertes" pour ne plus y penser? 3/ Quel est le exactement prix que je dois payer pour ce "sifflet"? Ne l'aurais-je pas déjà payé plus qu'il ne vaut?</s_text><sep/><s_text>12. Evaluez votre niveau maximum d'inquiétude pour une situation</s_text></s_node-2><sep/><s_text>Ch.13 Pourquoi "scier de la sciure"?</s_text><s_node-2><s_text>Il n'y a qu'une seule manière de réfléchir au passé de façon utile et constructive: analyser posément nos erreurs, en tirer des leçons profitables, puis oublier ces erreurs.</s_text><sep/><s_text>13. Ne vous tracassez pas au sujet du passé</s_text></s_node-2><sep/><s_text>Ch.14 9 mots qui peuvent changer votre vie</s_text><s_node-2><s_text>A présent je sais avec une certitude absolue que le choix judicieux de nos pensées est, de tous les problèmes que nous devons résoudre, le plus important, en fait, presque l'unique problème. Si nous savons maîtriser nos pensées, nous serons en bonne voie pour résoudre toutes nos difficultés.</s_text><sep/><s_text>Marc Aurèle a résumé cette vérité en neuf mots "Notre vie est ce que nos pensées en font"</s_text><sep/><s_text>L'homme est moins malmené par les évènements que par sa seule pensée sur ces évènements</s_text><sep/><s_text>Le moyen souverain et volontaire de retrouver l'enthousiasme, c'est de prendre uen attitude joyeuse, de parler et d'agir comme si l'enthousiasme était déjà revenu.</s_text><sep/><s_text>Aujourd'hui</s_text><s_node-3><s_text>1. Aujourd'hui, j'apprécie mon bonheur. Je peux en décider dans une large mesure car le bonheur dépend de moi, non d'éléments extérieurs</s_text><sep/><s_text>2. Aujourd'hui, j'accepte que tous mes désirs ne se réalisent pas. Je m'adapte aux exigences de mes proches, de mes activités et des circonstances.</s_text><sep/><s_text>3. Aujourd'hui,je prends soin de moi. Je soigne mon corps et l'entraîne sans excès, pour qu'il réponde à mes demandes.</s_text><sep/><s_text>4. Aujourd'hui, j'enrichis mon esprit. Jévite de paresser. Je choisis des lectures qui demandent réflexion et développent mon esprit.</s_text><sep/><s_text>5. Aujourd'hui, j'exerce mon âme. Je rends discrètement service à quelqu'un. A titre d'exercice, j'accomplis deux tâches que je n'ai pas envie de faire.</s_text><sep/><s_text>6. Aujourd'hui,je suis aimable. Je soigne ma présentation. J'agis avec courtoisie. Je complimente volontiers, sans critiquer ni me plaindre.</s_text><sep/><s_text>7. Aujourd'hui, je m'efforce de vivre uniquement cette journée, sans essayer de résoudre tous mes problèmes à la fois.</s_text><sep/><s_text>8. Aujourd'hui, j'établis un emploi du temps précis. Quels que soient les changements, ce plan élimine les deux poisons que sont l'indécisions et la précipitation.</s_text><sep/><s_text>9. Aujourd'hui, je m'isole dans le calme pendant une demi-heure pour me détendre. C'est l'occasion de méditer pour élargir la perspective de ma vie.</s_text><sep/><s_text>10. Aujourd'hui, j'ai confiance. Je ne crains pas d'appréhender ce qui est beau, d'aimer ni de croire à l'amour de ceux que j'aime</s_text></s_node-3><sep/><s_text>14. Emplissez-vous l'esprit de pensées de paix, de courage, de santé et d'espoir.</s_text></s_node-2><sep/><s_text>Ch.15 Les rancunes se paient très cher</s_text><s_node-2><s_text>En haïssant nos ennemis, nous leur donnons un grand pouvoir sur notre vie: un pouvoir sur notre sommeil, notre appétit, notre tension, notre santé et notre équilibre.</s_text><sep/><s_text>"Faible qui ne peut se mettre en colère, Sage qui ne veut se mettre en colère"</s_text><sep/><s_text>15. N'essayez jamais de vous venger</s_text></s_node-2><sep/><s_text>Ch.16 Comment réagir devant l'ingratitude</s_text><s_node-2><s_text>Il est normal que les gens oublient d'exprimer leur gratitude; si nous attendons cette gratitude, nous njous exposons à bien des déceptions</s_text><sep/><s_text>16. Attendez-vous à l'ingratitude</s_text></s_node-2><sep/><s_text>Ch.17 Que donneriez-vous pour un milliard?</s_text><s_node-2><s_text>Logan Pearsall: "Il y a, dans noter vie, deux buts à atteindre: d'abord, obtenir ce que nous voulons; ensuite, nous en réhouir. Seuls les plus intelligents parviennent au second"</s_text><sep/><s_text>Enumérez vos raisons d'être heureux - et non vos malheurs</s_text></s_node-2><sep/><s_text>Ch.18 Que gagnez-vous à mieux vous connaître?</s_text><s_node-2><s_text>L'erreur la plus flagrante dans les entretiens d'embauche, c'est de ne pas être naturel.</s_text><sep/><s_text>18. N'imitez pas les autres. Soyez vous-même</s_text></s_node-2><sep/><s_text>Ch.19 Que pouvez-vous faire d'un citron?</s_text><s_node-2><s_text>Alfred Adler: "Une des qualités les plus merveilleuses de l'homme est sa faculté de transformer un désavantage en avantage"</s_text><sep/><s_text>Le bonheur n'est pas surtout fait de plaisir, il est surtout fait de victoire. La victoire qui provient d'un sentiment d'accomplissement, d'un "plus" réalisé à partir d'un "moins"</s_text><sep/><s_text>accidenté, hadicapé ... "Pour la première fois, je fus en mesure de considérer le monde et de consiéderer de nouvelles valeurs. Je commençais à comprendre que, le plus souvent, les buts que j'avais visés ne valaient guère la peine"</s_text><sep/><s_text>Nietzsche a défini ainsi l'homme idéal: "Celui qui, non seulement résiste à l'épreuve, mais l'envisage comme un défi"</s_text><sep/><s_text>Plus j'étudie la carrière des hommes exceptionnels, plus s'affermit ma conviction qu'ils se sont souvent distingués parce qu'ils ont débuté avec un handicap qui les a incités à se dépasser et à se fixer des objectifs élevés.</s_text><sep/><s_text>Supposons que nous soyons découragés, envisageons au moins deux bonnes raisons de faire un effort. Premièrement, nous nous donnons une chance de réussir. Deuxièmement, même si nous ne réuissons pas, rien que l'effort entrepris pour transformer un moins en plus nous forcera à regarder en avant, il apportera des idées positives qui chasseront les négatives; il libérera des idées créatrices et nous incitera à nous occuper tant et si bien que nous n'auarons plus le le temps ni l'envie de ruminer ce qui est définitivement passé.</s_text><sep/><s_text>19. Tirez parti de vos épreuves</s_text></s_node-2><sep/><s_text>Ch.20 L'antidote de la déprime</s_text><s_node-2><s_text>Comment cet homme, condamné à ne plus quitter son lit, réussissait-il à tirer tant de satisfaction de son existence? En adoptant la devis du Prince de Galles "Ich dien", "Je sers". De son lit, il écrivait une moyenne de 1400 lettres par an et apportait du bonheur à des milliers d'hommes en leur faisant parvenir des livres et ...</s_text><sep/><s_text>Il avait la joie d'être dévoué à un idéal infiniment plus grand que sa propre existence au lieu d'être, pour employer une formule de George Bernard Shaw, "un petit tas de douleurs qui se lamente parce que l'univers ne veut se consacrer uniquement à son bonheur"</s_text><sep/><s_text>Rendre service, c'est faire une bonne action. Qu'est-ce qu'une bonne action? "C'est, dit le prophète Mahomet, celle qui fait apparaître un sourire sur le visage d'un autre". La bonne action quotidienne a une influence bénéfique sur son auteur, parce qu'en cherchant à faire plaisir à d'autres, nous cessons de penser uniquement à nous-mêmes.</s_text><sep/><s_text>L'individu qui ne s'intéresse pas à ses semblables est celui qui rencontre le plus de difficultés dans l'existence</s_text><sep/><s_text>Carl Jung: "Environ trente pour cent de mes clients souffrent non pas d'une névrose cliniquement définissable, mais du sentiment d'inutilité et du vide de leur existence."</s_text><sep/><s_text>Proverbe chinois: "Un peu de parfum adhère toujours à la main qui offre des roses"</s_text><sep/><s_text>20. Créez du bonheur autour de vous</s_text></s_node-2><sep/><s_text>Ch.21 Comment mes parents ont surmonté leurs soucis</s_text><s_node-2><s_text>21. Priez</s_text></s_node-2><sep/><s_text>Ch.22 Comprenez pourquoi on vous attaque</s_text><s_node-2><s_text>Schopenhauer: "Le commun des mortels prend plaisir à faire ressoirtir les défauts et travers des grands hommes"</s_text><sep/><s_text>22. Considérez qu'une critique injuste cache souvent un compliment</s_text></s_node-2><sep/><s_text>Ch.23 Que faire quand on vous critique?</s_text><s_node-2><s_text>La plupart d'entre nous prenons trop au sérieux les flèches et les piques qui nous sont envoyées</s_text><sep/><s_text>... à mes débuts, je réagissais vivement à la moindre critique. Je tenais beaucoup à être considéré comme un homme parfait par tous mes employés. Dès que quelqu'un élevait la moindre protestation, j'essayais de lui donner satisfaction mais ainsi je m'attirais les foudres de 2 ou 3 autres. Plus je m'ingéniais à apaiser les ressentiments de l'un ou l'autre, plus je pouvais être certain d'accroître le nombre de mes adversaires.</s_text><sep/><s_text>Principe très utile lorsque vous êtes en butte à des critiques injustifiées. Vous pouvez évidemment répondre à votre adversaire qui répondra à son tour, mais que peut-on dire à quelqu'un qui se contente de rire?</s_text><sep/><s_text>23. Faites vraiment de votre mieux</s_text></s_node-2><sep/><s_text>Ch.24 Mes propres erreurs</s_text><s_node-2><s_text>Conserver un classeur "Mes erreurs" qui contient les rapport circonstanciés des erreurs commises</s_text><sep/><s_text>La Rochefoucauld: "Nos ennemis s'approchent plus de la vérité dans les jugements qu'ils ont de nous, que nous n'en approchons nous-mêmes"</s_text><sep/><s_text>24. Analysez vos erreurs et faites votre autocritique</s_text></s_node-2><sep/><s_text>Ch.25 Comment gagner une heure par jour</s_text><s_node-2><s_text>Nous ne pouvons être stressés si nous sommes détendus</s_text><sep/><s_text>Pour prévenir la fatigue et le stress: reposons-nous souvent, reposons-nous avant d'être fatigués</s_text><sep/><s_text>Avant une réunion importante, 15 minutes de repos/méditation</s_text><sep/><s_text>Trouver des postures détendantes</s_text><sep/><s_text>Se reposer fréquemment tout au long de la journée</s_text><sep/><s_text>25. Reposez-vous avant d'être fatigué</s_text></s_node-2><sep/><s_text>Ch.26 Comment rémédier à votre fatigue</s_text><s_node-2><s_text>Le stress est une habitude. La détente est une habitude. Or on peut se défaire de mauvaises habitudes, comme on peut en acquérir de bonnes.</s_text><sep/><s_text>Apprenez à vous détendre au travail</s_text></s_node-2><sep/><s_text>Ch.27 Comment garder votre énergie et rester jeune</s_text></s_node-1></s_node-0></s_map>


[User] <image>

[User] Analyze the image and describe in detail the levels and relationships of information in the mind map.

[Assistant] <s_map><s_node-0><s_text>Les défis</s_text><s_node-1><s_text>Eduquer</s_text><s_node-2><s_text>choc de cultures</s_text><s_node-3><s_text>des familles</s_text><s_node-4><s_text>familles très rondes</s_text><s_node-5><s_text>rapport à la langue</s_text><s_node-6><s_text>oral pratique</s_text><sep/><s_text>méconnaissance de l'abstrait</s_text></s_node-6><sep/><s_text>régulation</s_text><s_node-6><s_text>absence</s_text><sep/><s_text>plainte</s_text><sep/><s_text>espoir d'amour</s_text><sep/><s_text>soumission</s_text></s_node-6></s_node-5><sep/><s_text>familles carrées</s_text><s_node-5><s_text>connaissance des codes</s_text><sep/><s_text>"pédagogisation" des activités familiales</s_text><sep/><s_text>régulation</s_text><s_node-6><s_text>interventionnisme</s_text></s_node-6></s_node-5></s_node-4><sep/><s_text>et l'école</s_text><s_node-4><s_text>pression des différents types de familles</s_text><sep/><s_text>perçue comme contrainte ou liberté</s_text><sep/><s_text>privilégiant le modèle carré</s_text><sep/><s_text>problème : pas seulement communication</s_text></s_node-4></s_node-3><sep/><s_text>éduquer ou enseigner</s_text><s_node-3><s_text>quatre enjeux de passage</s_text><s_node-4><s_text>de l'affectif au cognitif</s_text><sep/><s_text>du particulier au le collectif</s_text><sep/><s_text>de l'expérience personnelle au savoir reconnu</s_text><sep/><s_text>de l'appréciation à la mesure</s_text></s_node-4></s_node-3></s_node-2><sep/><s_text>Transmettre</s_text><s_node-2><s_text>légitimité</s_text><s_node-3><s_text>résistance pertinente</s_text><s_node-4><s_text>conservatoire</s_text></s_node-4><sep/><s_text>mais en phase avec le monde</s_text></s_node-3><sep/><s_text>socialiser par les savoirs</s_text><s_node-3><s_text>donner du sens</s_text><sep/><s_text>ici et maintenant</s_text><sep/><s_text>rendre les apprentissages visibles</s_text></s_node-3><sep/><s_text>malentendus</s_text><s_node-3><s_text>aller au delà des gestes</s_text><s_node-4><s_text>expliciter le sens des activités scolaires</s_text><sep/><s_text>activités intellectuelles</s_text></s_node-4><sep/><s_text>partir de là où cela tient</s_text></s_node-3></s_node-2><sep/><s_text>En 2013</s_text><s_node-2><s_text>révolution</s_text><s_node-3><s_text>de grande ampleur</s_text><s_node-4><s_text>écriture</s_text><sep/><s_text>imprimerie</s_text><sep/><s_text>numérique</s_text><s_node-5><s_text>responsabilité</s_text><s_node-6><s_text>web 1.0</s_text><s_node-7><s_text>compétences ê</s_text><sep/><s_text>nous aussi devons maitriser</s_text></s_node-7><sep/><s_text>web 2.0</s_text><s_node-7><s_text>incompétence ê</s_text><sep/><s_text>nécessité de les équiper</s_text><s_node-8><s_text>recherche documentaire</s_text><sep/><s_text>écriture non-dialogale</s_text><sep/><s_text>sens critique</s_text><sep/><s_text>etc.</s_text></s_node-8></s_node-7></s_node-6></s_node-5></s_node-4></s_node-3></s_node-2><sep/><s_text>This mind map was downloaded from www.biggerplate.com</s_text><s_node-2><s_text>Find more mind maps in our library</s_text><sep/><s_text>Follow us on Twitter</s_text><sep/><s_text>Find us on Facebook</s_text></s_node-2></s_node-1></s_node-0></s_map>


[User] <image>

[User] Identify and output all the nodes and their interconnections in this mind map image.

[Assistant] <s_map><s_node-0><s_text>Clean Approaches for Coaches</s_text><s_node-1><s_text>What are they?</s_text><s_node-2><s_text>6 ways to encourage conditions for change</s_text><s_node-3><s_text>Intention</s_text><sep/><s_text>Acceptance</s_text><sep/><s_text>Focus on metaphor</s_text><sep/><s_text>Separation</s_text><sep/><s_text>Iteration</s_text><sep/><s_text>Calibration</s_text></s_node-3><sep/><s_text>Clean questions</s_text><s_node-3><s_text>3 part syntax</s_text><s_node-4><s_text>Acknowledge</s_text><s_node-5><s_text>And...</s_text></s_node-5><sep/><s_text>Direct attention</s_text><s_node-5><s_text>And when...</s_text><s_node-6><s_text>Stops time</s_text></s_node-6><sep/><s_text>And as...</s_text><s_node-6><s_text>Continues action</s_text></s_node-6></s_node-5><sep/><s_text>Ask a question</s_text><s_node-5><s_text>Is there anthing else about...</s_text></s_node-5></s_node-4><sep/><s_text>Developing</s_text><s_node-4><s_text>Is there anything else about...?</s_text><sep/><s_text>What kind of ... is that ...?</s_text><sep/><s_text>Where is ...?</s_text><sep/><s_text>Whereabouts is ...?</s_text><sep/><s_text>That's ... like what?</s_text><sep/><s_text>Does ... have a size or a shape?</s_text><sep/><s_text>How many ... are there?</s_text><sep/><s_text>Is ... on the inside or the outside?</s_text><sep/><s_text>In which direction is/does ...?</s_text></s_node-4><sep/><s_text>Relating over space</s_text><s_node-4><s_text>Is there a relationship between... and ...?</s_text><sep/><s_text>When ... what happens to ...?</s_text><sep/><s_text>Is ... the same or different to ...?</s_text><sep/><s_text>And when [symbol1], where is [symbol2]?</s_text><sep/><s_text>And when [symbol1] is there anything else about [symbol2]?</s_text><sep/><s_text>And is there a relationship between ... and ...?</s_text><sep/><s_text>And is ... the same or different as/to ...?</s_text></s_node-4><sep/><s_text>Relating across time</s_text><s_node-4><s_text>Then what happens?</s_text><sep/><s_text>What happens next?</s_text><sep/><s_text>Where does/could ... come from?</s_text><sep/><s_text>What happens just before...?</s_text></s_node-4><sep/><s_text>Desired outcome questions</s_text><s_node-4><s_text>What would you like to have happen?</s_text><sep/><s_text>What needs to happen for ...?</s_text><sep/><s_text>Can ...?</s_text></s_node-4><sep/><s_text>Other questions</s_text><s_node-4><s_text>What's happening now?</s_text><sep/><s_text>How do you know ...?</s_text><sep/><s_text>What just happened?</s_text></s_node-4></s_node-3><sep/><s_text>Symbolic Modelling is...</s_text><s_node-3><s_text>Clean Language</s_text><sep/><s_text>Modelling</s_text><sep/><s_text>Metaphor</s_text><sep/><s_text>Outcome Orientation</s_text></s_node-3></s_node-2><sep/><s_text>Listening</s_text><s_node-2><s_text>Don't paraphrase, resay what has been said</s_text><sep/><s_text>use...</s_text><s_node-3><s_text>AND...</s_text></s_node-3><sep/><s_text>Match non verbal behavior</s_text></s_node-2><sep/><s_text>P.R.O. coaching model</s_text><s_node-2><s_text>Problem</s_text><s_node-3><s_text>Something you have and don't like</s_text><sep/><s_text>?What would you like to have happen?</s_text><sep/><s_text>Use 3-part syntax</s_text></s_node-3><sep/><s_text>Remedy</s_text><s_node-3><s_text>Something you would like to not have</s_text><sep/><s_text>?Then what happens?</s_text><sep/><s_text>?What happens next?</s_text><sep/><s_text>Use 3-part syntax, but drop 'desire' word</s_text></s_node-3><sep/><s_text>Outcome</s_text><s_node-3><s_text>Something you would like and don't have</s_text><sep/><s_text>Develop and omit 'desire' word</s_text></s_node-3><sep/><s_text>Resources</s_text><s_node-3><s_text>Something you would like and have</s_text><sep/><s_text>?Where does/could ... come from?</s_text></s_node-3></s_node-2><sep/><s_text>This mind map was downloaded from www.biggerplate.com</s_text><s_node-2><s_text>Find more mind maps in our library</s_text><sep/><s_text>Follow us on Twitter</s_text><sep/><s_text>Find us on Facebook</s_text></s_node-2><sep/><s_text>Metaphors</s_text><s_node-2><s_text>Identifying</s_text><s_node-3><s_text>"It's as though..."</s_text><sep/><s_text>"It's like"</s_text><sep/><s_text>"It's similar to..."</s_text><sep/><s_text>"It resembles..."</s_text><sep/><s_text>"It puts me in mind of..."</s_text></s_node-3><sep/><s_text>Gerard and Lindsay Zaltman 7 deep metaphors</s_text><s_node-3><s_text>Journey</s_text><s_node-4><s_text>how the meeting of past, present, and future affect consumer thinking</s_text></s_node-4><sep/><s_text>Container</s_text><s_node-4><s_text>how inclusion, exclusion, and other boundaries affect consumer thinking</s_text></s_node-4><sep/><s_text>Connection</s_text><s_node-4><s_text>how the need to relate to oneself and others affects consumer thinking</s_text></s_node-4><sep/><s_text>Balance</s_text><s_node-4><s_text>how justice, equilibrium, and the interplay of elements affect consumer thinking</s_text></s_node-4><sep/><s_text>Transformation</s_text><s_node-4><s_text>how changes in substance and circumstances affect consumer thinking</s_text></s_node-4><sep/><s_text>Control</s_text><s_node-4><s_text>how the sense of mastery, vulnerability, and well-being affects consumer thinking</s_text></s_node-4><sep/><s_text>Resource</s_text><s_node-4><s_text>how acquisitions and their consequences affect consumer thinking</s_text></s_node-4></s_node-3><sep/><s_text>Developing metaphors so that they have</s_text><s_node-3><s_text>A Name</s_text><sep/><s_text>A Location</s_text><sep/><s_text>A few Attributes</s_text></s_node-3></s_node-2><sep/><s_text>4 kinds of vector</s_text><s_node-2><s_text>Identify Desired Outcome</s_text><sep/><s_text>Develop individual symbols</s_text><sep/><s_text>Relate over space</s_text><sep/><s_text>Relate across time</s_text><sep/><s_text>(Identify change)</s_text><s_relation>Change ()</s_relation></s_node-2><sep/><s_text>Change</s_text><s_relation>(Identify change) ()</s_relation><s_node-2><s_text>Identifying</s_text><s_node-3><s_text>Change of language</s_text><s_node-4><s_text>A symbol may change</s_text><sep/><s_text>A pattern may change</s_text><sep/><s_text>The client may meta-comment on the change</s_text><sep/><s_text>Verbs may change tense or modality</s_text></s_node-4><sep/><s_text>Change in nonverbal modalities</s_text><s_node-4><s_text>The client's physiology may change</s_text><sep/><s_text>The client's speech may change</s_text></s_node-4><sep/><s_text>What just happened?</s_text><sep/><s_text>What's happening now?</s_text></s_node-3><sep/><s_text>Necessary conditions</s_text><s_node-3><s_text>Client's signals</s_text><s_node-4><s_text>"Need to"</s_text><sep/><s_text>"Have to"</s_text></s_node-4></s_node-3><sep/><s_text>Maturing change</s_text><s_node-3><s_text>When ... what happens to ...?</s_text><sep/><s_text>Then what happens?</s_text><sep/><s_text>What happens next?</s_text></s_node-3></s_node-2><sep/><s_text>Working with binds</s_text><s_node-2><s_text>For each problem, ask And what ... would like to have happen?</s_text><sep/><s_text>And when [outcome1] and [outcome2] and... what would you like to ave happen?</s_text></s_node-2><sep/><s_text>Ending a session</s_text><s_node-2><s_text>And [most recent words], and when [desired outcome], is there anything else that needs to happen in this session for that to happen?</s_text><sep/><s_text>And when [recap all elements of current landscape], is that a good place to stop?</s_text><sep/><s_text>And when [recap all elements of current landscape], take all the time you need to get to know more about ... and ... and ...</s_text><sep/><s_text>Example Assignments</s_text><s_node-3><s_text>Writing</s_text><sep/><s_text>Logging particular behaviors</s_text><sep/><s_text>Researching words and phrases</s_text><sep/><s_text>Trying out new behaviors</s_text><sep/><s_text>Physicalising their metaphor landscape</s_text><sep/><s_text>Mind-mapping</s_text><sep/><s_text>3D modelling</s_text></s_node-3></s_node-2><sep/><s_text>About this map</s_text><s_node-2><s_text>Source</s_text><s_node-3><s_text>Book "Clean Approaches for Coaches" by Marian Way</s_text><s_node-4><s_text>Amazon</s_text><sep/><s_text>Dedicated web site</s_text></s_node-4></s_node-3><sep/><s_text>Author</s_text><s_node-3><s_text>Nicolas Stampf</s_text><s_node-4><s_text>Mail</s_text><sep/><s_text>Blog: Appreciating Systems</s_text><sep/><s_text>About.me</s_text></s_node-4></s_node-3></s_node-2></s_node-1></s_node-0></s_map>


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[Assistant] <s_map><s_node-0><s_text>Email Marketing: Figaro Digital Seminar</s_text><s_node-1><s_text>About Event</s_text><s_node-2><s_text>Host: Figaro Digital</s_text><sep/><s_text>@figaro_digital</s_text><sep/><s_text>Hashtag: #figaroseminar</s_text></s_node-2><sep/><s_text>Presentation One</s_text><s_node-2><s_text>How to be an email superstar in 2012</s_text><sep/><s_text>Speaker: Stuart Russell</s_text><s_node-3><s_text>EMail Marketing Consultant</s_text><sep/><s_text>Stream:20</s_text></s_node-3><sep/><s_text>Superstars</s_text><s_node-3><s_text>Great Email, Against the Odds</s_text><s_node-4><s_text>Theory</s_text><s_node-5><s_text>Timely</s_text><sep/><s_text>Personalised</s_text><sep/><s_text>Integrated</s_text><sep/><s_text>"Cheap"</s_text></s_node-5><sep/><s_text>Reality</s_text><s_node-5><s_text>Hard</s_text><sep/><s_text>Time-Consuming</s_text><sep/><s_text>Not everyone is a specialist</s_text><sep/><s_text>Requires Investment</s_text></s_node-5></s_node-4><sep/><s_text>What an Email Superstar Does</s_text><s_node-4><s_text>Balances best practice with number focus</s_text><sep/><s_text>Works on quick wins</s_text><sep/><s_text>Kills multiple birds, one stone</s_text><sep/><s_text>Navigates noise, acts pragmatically</s_text></s_node-4></s_node-3><sep/><s_text>Welcome Emails</s_text><s_node-3><s_text>Some of the best performing mail you send</s_text><sep/><s_text>Develop them asap</s_text><sep/><s_text>Develop this as an eCRM strategy</s_text><s_node-4><s_text>Identify Segments</s_text><s_node-5><s_text>New Subscribers</s_text><sep/><s_text>Active Subscribers</s_text><sep/><s_text>Pending Lapsed</s_text><sep/><s_text>Lapsed</s_text></s_node-5></s_node-4><sep/><s_text>Break it down into several emails</s_text><s_node-4><s_text>Educate the users in stages</s_text><sep/><s_text>One step at a time</s_text></s_node-4><sep/><s_text>Capture Preferences</s_text><s_node-4><s_text>Feed to Data</s_text><sep/><s_text>Link to Personalisation</s_text><sep/><s_text>Low to High Value Customers</s_text></s_node-4><sep/><s_text>Link to Revenue</s_text><s_node-4><s_text>Cross-Sell Early On</s_text><sep/><s_text>Send to revenue generating pages</s_text></s_node-4></s_node-3><sep/><s_text>Invest in Triggers</s_text><s_node-3><s_text>Triggers Work</s_text><s_node-4><s_text>Not visited</s_text><sep/><s_text>Not contributed</s_text></s_node-4><sep/><s_text>Winback Strategy</s_text><sep/><s_text>Timely Messages</s_text><s_node-4><s_text>Birthdays</s_text></s_node-4><sep/><s_text>Define % of trigger emails you currently send, set strategy to increase them</s_text></s_node-3><sep/><s_text>Address the non-responders</s_text><s_node-3><s_text>Create 3 Segments</s_text><sep/><s_text>Engaged</s_text><sep/><s_text>Pending Lapsed</s_text><sep/><s_text>Lapsed</s_text><s_node-4><s_text>Don't keep repeating the same approach</s_text><sep/><s_text>Change the subject heading, content etc</s_text><sep/><s_text>Reduce amount of sending to these people</s_text></s_node-4></s_node-3><sep/><s_text>Creative Spring Clean</s_text><s_node-3><s_text>Nav bar within header</s_text><sep/><s_text>Don't forget the footer</s_text><sep/><s_text>Strive to offer value</s_text></s_node-3><sep/><s_text>Create a Data Strategy</s_text></s_node-2><sep/><s_text>Presentation Two</s_text><s_node-2><s_text>Winning elections in the new marketing democracy</s_text><sep/><s_text>Speaker: Hari Saini</s_text><s_node-3><s_text>Director, client success</s_text><sep/><s_text>StrongMail</s_text></s_node-3><sep/><s_text>The Marketing Democracy</s_text><s_node-3><s_text>Everyone Contributes</s_text><sep/><s_text>Everyone has an Influence</s_text><sep/><s_text>Everyone has a Voice</s_text></s_node-3><sep/><s_text>What does it mean?</s_text><s_node-3><s_text>Consumers trust eachother</s_text><s_node-4><s_text>On decisions etc</s_text><sep/><s_text>More than they trust you</s_text></s_node-4><sep/><s_text>Online Conversations Persist</s_text><sep/><s_text>WOM Amplified by Web & Mobile</s_text><sep/><s_text>People are tuning out</s_text><sep/><s_text>People don't share ads, they share things that interest them</s_text></s_node-3><sep/><s_text>People want to pay attention when it's convenient/relevant</s_text><s_node-3><s_text>Like a tap</s_text><sep/><s_text>On when interested</s_text><sep/><s_text>Off when not</s_text><sep/><s_text>If you get their attention, what are they going to remember?</s_text></s_node-3><sep/><s_text>People can vote with their feet/eyes/wallets</s_text><s_node-3><s_text>Get it wrong</s_text><sep/><s_text>They will call you out</s_text><sep/><s_text>You can't ignore it</s_text><sep/><s_text>You must respond</s_text></s_node-3><sep/><s_text>Think Campaigns, not single email sends</s_text><s_node-3><s_text>Connected</s_text><sep/><s_text>Other media</s_text><sep/><s_text>Plan Outcomes</s_text><s_node-4><s_text>Click</s_text><sep/><s_text>No Click</s_text></s_node-4><sep/><s_text>Embrace a "Permanent Campaign" Mindset</s_text><sep/><s_text>Enlist support of biggest fans</s_text></s_node-3><sep/><s_text>Groundhog Day Theory of Marketing</s_text><s_node-3><s_text>Listen</s_text><sep/><s_text>Learn a bit more</s_text><sep/><s_text>React to what was said</s_text></s_node-3></s_node-2><sep/><s_text>This mind map was downloaded from www.biggerplate.com</s_text><s_node-2><s_text>Find more mind maps in our library</s_text><sep/><s_text>Follow us on Twitter</s_text><sep/><s_text>Find us on Facebook</s_text></s_node-2><sep/><s_text>Presentation Three</s_text><s_node-2><s_text>Using email newsletters to engage and retain customers</s_text><sep/><s_text>Speaker: Zoe Goulding</s_text><s_node-3><s_text>Email Marketing Manager</s_text><sep/><s_text>More Th>n</s_text></s_node-3><sep/><s_text>Challenges</s_text><s_node-3><s_text>Market Saturation</s_text><sep/><s_text>Low Interest Category</s_text><sep/><s_text>Aggregators Driving Price Competition</s_text><sep/><s_text>Increase in Switching Behaviours</s_text><sep/><s_text>Low Product Differentiation</s_text><sep/><s_text>Low Customer Engagement</s_text><sep/><s_text>Reputation Management</s_text></s_node-3><sep/><s_text>Objectives</s_text><s_node-3><s_text>Increase Loyalty & Retention</s_text><sep/><s_text>Increase Brand Awareness</s_text><sep/><s_text>Become More Interactive</s_text><sep/><s_text>Increase Traffic to Loyalty Website</s_text></s_node-3><sep/><s_text>Recipe for Success</s_text><s_node-3><s_text>Data</s_text><s_node-4><s_text>More Th>n has about 40 per customer</s_text><sep/><s_text>Tesco has about 1,600 per person!</s_text><sep/><s_text>Data rules to drive content</s_text></s_node-4><sep/><s_text>Design</s_text><s_node-4><s_text>Dynamic Content</s_text><sep/><s_text>Bullet-Proof Buttons</s_text><sep/><s_text>Pre-Header</s_text><sep/><s_text>Rotate</s_text></s_node-4><sep/><s_text>Measurement</s_text><s_node-4><s_text>Focus on a "Clean List"</s_text><sep/><s_text>What did they do next?</s_text></s_node-4></s_node-3><sep/><s_text>Things we learned</s_text><s_node-3><s_text>Audience most receptive to newsletter are traditionally the least sticky</s_text><sep/><s_text>'Suck it and see' on audience selection</s_text><sep/><s_text>It's ok to stop sending emails.  Think about optimising results.</s_text><sep/><s_text>Localise and personalise</s_text><sep/><s_text>Everyone likes to win</s_text></s_node-3><sep/><s_text>Identify Key Email Themes</s_text><s_node-3><s_text>Test response</s_text><sep/><s_text>Segment by theme response</s_text></s_node-3></s_node-2><sep/><s_text>Presentation Four</s_text><s_node-2><s_text>The power of email opportunities</s_text><sep/><s_text>Speaker: Kate Gowers</s_text><s_node-3><s_text>Account director</s_text><sep/><s_text>Adestra</s_text></s_node-3><sep/><s_text>Now & Then</s_text><s_node-3><s_text>Several Years Ago</s_text><s_node-4><s_text>Few Channels</s_text><sep/><s_text>Single Sources of Info</s_text></s_node-4><sep/><s_text>Now</s_text><s_node-4><s_text>Numerous Fragmented Channels</s_text><sep/><s_text>Noise and Clutter</s_text></s_node-4></s_node-3><sep/><s_text>Unified Messaging</s_text><s_node-3><s_text>Personal Contact</s_text><s_node-4><s_text>Event</s_text><sep/><s_text>Web</s_text><sep/><s_text>Call Centre</s_text><sep/><s_text>Letter</s_text><sep/><s_text>Email</s_text></s_node-4><sep/><s_text>All Data in One Place</s_text><sep/><s_text>Unified Experience</s_text><s_node-4><s_text>Any channel, same coherent message</s_text><sep/><s_text>Reinforcing key points</s_text></s_node-4></s_node-3><sep/><s_text>Relationships + Relevance = Results</s_text><sep/><s_text>Email Opportunities</s_text><s_node-3><s_text>Branding</s_text><sep/><s_text>Education & Conversion</s_text><sep/><s_text>Cross & Up Sell</s_text><sep/><s_text>Become Advocates</s_text></s_node-3><sep/><s_text>Targeting drives 60% of your results</s_text><sep/><s_text>Brand Checklist</s_text><s_node-3><s_text>1. I have something of value to say</s_text><sep/><s_text>2. Leverage your offline brand in the 'from' field</s_text><sep/><s_text>3. Test campaigns and fine tune content</s_text><sep/><s_text>4. Thinking about delivering value to your customers</s_text><sep/><s_text>5. Set up preference centres to allow choice</s_text><sep/><s_text>6. Segment campaigns to deliver most relevant content</s_text><sep/><s_text>7. Use dynamic content to maximise one-to-one feel</s_text></s_node-3><sep/><s_text>Cross and Up Sell</s_text><s_node-3><s_text>Use confirmation emails to cross & up sell</s_text><sep/><s_text>Account/User Summaries</s_text></s_node-3><sep/><s_text>Include/mirror web navigation into your email</s_text></s_node-2></s_node-1></s_node-0></s_map>