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[User] Convert the mind map information in the image into a readable structured output.

[Assistant] <s_map><s_node-0><s_text>Business Plan Modèle AFIC</s_text><s_node-1><s_text>RESUME OPERATIONNEL</s_text><s_node-2><s_text>Présentation de l'offre</s_text><s_node-3><s_text>Quelles sont les fonctionnalités du produit ou service proposé ?</s_text><sep/><s_text>Le produit ou service est-il protégé (brevets, marques, licences)</s_text><sep/><s_text>En quoi le produit ou service correspond à un besoin non couvert par le marché ?</s_text><sep/><s_text>Qui paie le produit ou service fourni ?</s_text></s_node-3><sep/><s_text>Description du marché</s_text><s_node-3><s_text>Quelle est la valorisation du marché visé ? quel est le volume du marché visé ?</s_text><sep/><s_text>Quels sont les perspectives d'évolution du marché ?</s_text><sep/><s_text>Quel est le pourcentage du marché visé par l'entreprise ?</s_text><sep/><s_text>Quels sont les concurrents directs ou indirects identifiés ?</s_text><sep/><s_text>Quels sont les éléments de différenciation par rapport à la concurrence ?</s_text><sep/><s_text>Quel mode ou réseau de distribution est susceptible d'être mis en place ?</s_text></s_node-3><sep/><s_text>Description de l'équipe</s_text><s_node-3><s_text>Qui sont les membres clés de l'équipe de direction ?</s_text><sep/><s_text>Quelles responsabilités ont été exercées ?</s_text><sep/><s_text>Quels sont les recrutements envisagés ?</s_text></s_node-3><sep/><s_text>Financement</s_text><s_node-3><s_text>Quel est le besoin de financement global du projet ?</s_text><sep/><s_text>Quels est le montant des fonds recherchés ?</s_text><sep/><s_text>Quels sont les résultats prévisionnels et plans de trésorerie sur les 12 premiers mois ? à trois ans ?</s_text><sep/><s_text>Quel est le mode de sortie de l'investisseur ?</s_text></s_node-3></s_node-2><sep/><s_text>PRESENTATION DE L'OFFRE DE PRODUITS ET/OU SERVICES</s_text><s_node-2><s_text>Nature de l'offre</s_text><s_node-3><s_text>Réaliser une présentation du produit ou du service (photographies, copie d'écrans, dessins, etc.),</s_text><sep/><s_text>Quelles sont les fonctionnalités du produit ou du service (fonctions principales, fonctions secondaires)</s_text><sep/><s_text>Quelles sont les performances du produit ou du service (économies réalisées, confort d'utilisation, rapidité d'exécution, etc.) ?</s_text><sep/><s_text>Le produit ou le service s'inscrit-il dans une chaîne de produits ou de services fournis par l'entreprise ? par des tiers ?</s_text><sep/><s_text>Quels sont les points forts de l'offre ? les points faibles ?</s_text></s_node-3><sep/><s_text>Stade de développement du projet</s_text><s_node-3><s_text>A quel stade de développement le projet se situe-t-il ? (concept, R/D, prototype/maquette, brevet, bêta test, mise sur le marché, etc.) ?</s_text></s_node-3><sep/><s_text>Technologies utilisées, brevets, marques</s_text><s_node-3><s_text>Sur quelles technologies le projet est-il fondé ?</s_text><sep/><s_text>S'agit-il de technologies standardisées ou développées spécifiquement pour le projet ?</s_text><sep/><s_text>Qui détient les technologies utilisées (brevet, licence, etc.) ?</s_text><sep/><s_text>Quelles marques sont déposées (France, Europe, etc.) ? par qui ?</s_text></s_node-3><sep/><s_text>Prix</s_text><s_node-3><s_text>Qui paie le produit ou le service fourni ? Quelles sont les sources de revenus de l'entreprise (utilisateurs et/ou tiers) ?</s_text></s_node-3></s_node-2><sep/><s_text>MARCHE - ENVIRONNEMENT CONCURRENTIEL</s_text><s_node-2><s_text>Nature du marché</s_text><s_node-3><s_text>Quelle est la valorisation du marché ?</s_text><sep/><s_text>Quel est le volume du marché ?</s_text><sep/><s_text>Est-ce un marché à dimension nationale ou internationale ?</s_text><sep/><s_text>Quelle est l'évolution du marché ?</s_text><sep/><s_text>Quels sont les acteurs du marché ? en France ? à l'étranger ?</s_text><sep/><s_text>Ce marché est-il réglementé en France ? à l'étranger ? (conditions d'accès ; conditions d'exercice)</s_text><sep/><s_text>Quel pourcentage de ce marché est-il visé par l'entreprise ?</s_text></s_node-3><sep/><s_text>Clientèle</s_text><s_node-3><s_text>Quelle est la clientèle-cible ? quel est le profil des différents clients potentiels visés ?</s_text><sep/><s_text>Que recherchent les clients potentiels visés ? Quels sont leurs besoins ? A quoi sont-ils sensibles ?</s_text><sep/><s_text>Quel est l'intérêt de l'offre pour les clients potentiels visés ?</s_text></s_node-3><sep/><s_text>Concurrence</s_text><s_node-3><s_text>Qui sont les principaux concurrents directs de l'entreprise ? Où sont-ils localisés (en France, à l'étranger) ?</s_text><sep/><s_text>Quel est leur profil (positionnement, image de marque, actionnariat, capitaux, chiffre d'affaires, rentabilité, parts de marché, stratégie, etc.) ?</s_text><sep/><s_text>Quels sont leurs points forts par rapport au projet ? leurs points faibles ?</s_text><sep/><s_text>Sont-ils en mesure de réaliser les produits ou services de l'entreprise ? sous quels délais ?</s_text><sep/><s_text>Quels sont les éléments de différenciation de la concurrence par rapport au projet ?</s_text><sep/><s_text>Quels sont les concurrents indirects de l'entreprise (produits ou services de substitution) ?</s_text></s_node-3></s_node-2><sep/><s_text>OBJECTIFS FIXES</s_text><s_node-2><s_text>Calendrier d'exploitation</s_text><s_node-3><s_text>Quel est le calendrier des investissements ?</s_text><sep/><s_text>Quel est le calendrier de mise en exploitation ou de mise en service ?</s_text><sep/><s_text>Quel est le calendrier de mise sur le marché ?</s_text></s_node-3><sep/><s_text>Parts de marché</s_text><s_node-3><s_text>Quelle part de marché doit être détenue pour subsister sur le marché ? pour être bénéficiaire ?</s_text><sep/><s_text>Quelle part de marché est visée par l'entreprise ? à quelle échéance ?</s_text></s_node-3><sep/><s_text>Chiffre d'affaires</s_text><s_node-3><s_text>Quelles sont les hypothèses de prévisions de chiffre d'affaires ?</s_text><sep/><s_text>En combien de temps ces prévisions de chiffre d'affaires seront-elles réalisées ?</s_text></s_node-3><sep/><s_text>Rentabilité</s_text><s_node-3><s_text>Quel est le chiffre d'affaires à réaliser pour atteindre le point mort ?</s_text><sep/><s_text>Quand le point mort doit-il être atteint ?</s_text><sep/><s_text>Quand l'entreprise commencera-t-elle à faire des bénéfices ?</s_text><sep/><s_text>Quelles sont les perspectives de rémunération des investisseurs ?</s_text></s_node-3></s_node-2><sep/><s_text>STRATEGIES DE L'ENTREPRISE</s_text><s_node-2><s_text>Stratégies</s_text><s_node-3><s_text>Quelles sont les stratégies mises en place par l'entreprise (maîtrise des compétences clés, alliances ou associations éventuelles, etc.) ?</s_text><sep/><s_text>Quelle est la stratégie de l'entreprise en matière de recherche ? en matière de protection industrielle ?</s_text><sep/><s_text>Quelle est la stratégie de l'entreprise en matière de développement (croissance interne, croissance externe, etc.) ?</s_text></s_node-3><sep/><s_text>Production/Sous-traitance</s_text><s_node-3><s_text>Que va produire la société ?</s_text><sep/><s_text>Quels moyens sont nécessaires ?</s_text><sep/><s_text>Quels approvisionnement sont nécessaires ?</s_text><sep/><s_text>Quelle sera la production confiée à la sous-traitance ?</s_text><sep/><s_text>Quels sont les besoins financiers liés au cycle de production ?</s_text></s_node-3><sep/><s_text>Distribution</s_text><s_node-3><s_text>Quel système de distribution a été retenu ?</s_text><sep/><s_text>L'entreprise disposera-t-elle d'un réseau de vente interne ou externe ? en France ? à l'étranger ?</s_text><sep/><s_text>Quels sont les investissements nécessaires pour mettre en place le réseau (recrutement, etc.) ?</s_text><sep/><s_text>Quels sont les besoins financiers liés au cycle de commercialisation ?</s_text></s_node-3><sep/><s_text>Plan Marketing</s_text><s_node-3><s_text>Comment l'entreprise va-t-elle communiquer pour faire connaître son offre ?</s_text><sep/><s_text>Quelle est la stratégie de marque ?</s_text><sep/><s_text>Quelle politique de communication sera mise en oeuvre ? Quel type de promotion ? Quel type de publicité ? sur quels media ?</s_text><sep/><s_text>A quel niveau l'entreprise envisage-t-elle de communiquer (niveau régional, national, européen, etc.) ?</s_text><sep/><s_text>Quelle est la politique de prix retenue par l'entreprise ? (' rapport qualité/prix ')</s_text><sep/><s_text>Quels sont les investissements nécessaires pour faire connaître l'offre de l'entreprise ?</s_text><sep/><s_text>Quel est le coût d'acquisition d'un client ? Quel est le coût de fidélisation d'un client ?</s_text></s_node-3><sep/><s_text>Installations et équipements</s_text><s_node-3><s_text>Quels sont les équipements nécessaires au bon fonctionnement de l'entreprise (machines, matériel, mobilier, etc.) ?</s_text><sep/><s_text>Quels sont les besoins de l'entreprise au plan immobilier (surface de locaux, etc.) ?</s_text><sep/><s_text>Quels sont les investissements correspondants à réaliser (aménagements spécifiques, etc.) ?</s_text><sep/><s_text>Quels sont les besoins de financement liés à la mise en oeuvre de l'exploitation ?</s_text></s_node-3><sep/><s_text>Partenariats stratégiques</s_text><s_node-3><s_text>Des partenariats ont-ils été (ou seront-ils) conclus ? auprès de qui ? à quel prix ?</s_text></s_node-3><sep/><s_text>Fournisseurs</s_text><s_node-3><s_text>Quels seront les fournisseurs de l'entreprise ? L'entreprise dépendra-t-elle d'un ou de plusieurs de ses fournisseurs ? Pourra-t-elle en changer ?</s_text><sep/><s_text>Les fournisseurs de l'entreprise seront-ils localisés en France ? à l'étranger ?</s_text><sep/><s_text>Quelles seront les conditions de paiement ? les délais de livraison ?</s_text></s_node-3><sep/><s_text>Résultats atteints</s_text><s_node-3><s_text>Chiffre d'affaires dès à présent réalisé,</s_text><sep/><s_text>Etat d'avancement du projet (réalisation d'un prototype, dépôt d'un brevet, constitution d'une gamme de produits ou services, etc.),</s_text><sep/><s_text>Etat d'avancement au plan commercial (prospects, contrats signés, etc.).</s_text></s_node-3></s_node-2><sep/><s_text>EQUIPE DE DIRECTION - MANAGEMENT- RESSOURCES HUMAINES</s_text><s_node-2><s_text>Présentation de l'équipe de direction</s_text><s_node-3><s_text>Il ne s'agit pas d'intégrer in extenso le CV de tous les membres de l'équipe mais de décrire brièvement les points saillants du profil de chacun en rapport avec le projet (les CV figureront en annexe). Il pourra ainsi être répondu aux questions ci-après :</s_text><sep/><s_text>Qui sont les membres clés de l'équipe ? (nom, prénom, âge)</s_text><sep/><s_text>Quelles formations ont été suivies ?</s_text><sep/><s_text>Quelles responsabilités ont été exercées ? quelles expériences ont été acquises ?</s_text><sep/><s_text>Quelles réalisations professionnelles peuvent servir de références ?</s_text><sep/><s_text>Quels sont leurs domaines de compétence dans le projet ?</s_text></s_node-3><sep/><s_text>Constitution de l'équipe de direction</s_text><s_node-3><s_text>D'où vient l'idée du projet ? Qui est à l'origine du projet ?</s_text><sep/><s_text>Comment l'équipe de direction s'est-elle constituée autour de ce projet ?</s_text><sep/><s_text>Comment est organisée l'équipe de direction ?</s_text><sep/><s_text>Quelles sont les qualités et complémentarités des membres de l'équipe de direction ?</s_text></s_node-3><sep/><s_text>Management</s_text><s_node-3><s_text>Ressources humaines</s_text><sep/><s_text>Présenter un organigramme de l'entreprise</s_text><sep/><s_text>Quels sont les effectifs actuels de l'entreprise, les effectifs nécessaires à atteindre ?</s_text><sep/><s_text>Quels sont les points forts et points faibles des effectifs actuels ?</s_text><sep/><s_text>Quelles sont les mesures à prendre pour remédier aux points faibles (recrutement, etc.) ?</s_text><sep/><s_text>Quel est le calendrier de recrutement ?</s_text><sep/><s_text>Un système d'intéressement des salariés sera-t-il mis en place ? (stock options, etc.)</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>ASPECTS JURIDIQUES</s_text><s_node-2><s_text>Forme juridique</s_text><s_node-3><s_text>Calendrier</s_text><sep/><s_text>Quelle est/sera la forme juridique de la société ? le montant de son capital ?</s_text><sep/><s_text>Quels sont les représentants légaux ? - Quel est le calendrier de création de l'entreprise ?</s_text><sep/><s_text>La société a-t-elle été constituée ? a-t-elle commencé son activité ?</s_text></s_node-3><sep/><s_text>Evolution du capital social</s_text><s_node-3><s_text>Quelle est la répartition actuelle du capital (identité des actionnaires, quote-part du capital détenue, etc.) ?</s_text><sep/><s_text>Des pactes d'actionnaires ont-ils été conclus ?</s_text><sep/><s_text>Quelle sera l'évolution du capital à terme (contrôle, ouverture du capital, introduction en bourse, etc.) ?</s_text><sep/><s_text>Quels sont les effets des augmentations de capital en termes de dilution ?</s_text><sep/><s_text>Les salariés pourront-ils devenir actionnaires de la société (stock options, etc.) ?</s_text></s_node-3><sep/><s_text>Protection industrielle</s_text><s_node-3><s_text>Quelle est la durée de vie du produit ?</s_text><sep/><s_text>Des brevets ont-ils été déposés ? Qui est propriétaire des brevets ? Existe-t-il des brevets concurrents ?</s_text><sep/><s_text>L'entreprise détient-elle un savoir-faire particulier ? développé par l'entreprise ?</s_text><sep/><s_text>Des marques ont-elles été déposées ? Des noms de domaine ont-ils été enregistrés ?</s_text></s_node-3></s_node-2><sep/><s_text>BESOINS DE FINANCEMENT</s_text><s_node-2><s_text>Besoin de financement global</s_text><s_node-3><s_text>Quel est le besoin de financement global du projet ?</s_text><sep/><s_text>Quels sont les fonds dont l'entreprise doit disposer pour financer le projet dans les meilleurs conditions ?</s_text><sep/><s_text>Quelle est la destination du financement (investissements à réaliser, besoin en fonds de roulement, etc.) ?</s_text><sep/><s_text>Quelle est la quote-part du financement affectée aux dépenses de publicité/marketing ? aux charges externes ? aux frais de personnel ?</s_text></s_node-3><sep/><s_text>Montant des fonds recherchés</s_text><s_node-3><s_text>Quel est le montant des fonds recherchés auprès des investisseurs ?</s_text><sep/><s_text>Quel type d'actions est proposé aux investisseurs ?</s_text><sep/><s_text>Quelle proportion de capital est proposée aux investisseurs ? Quelle est la valorisation de l'entreprise ?</s_text><sep/><s_text>Quel est le calendrier des besoins de financement ?</s_text></s_node-3><sep/><s_text>Rentabilité de l'investissement</s_text><s_node-3><s_text>Quels sont les éléments susceptibles d'améliorer la rentabilité du projet ?</s_text></s_node-3></s_node-2><sep/><s_text>DOCUMENTS FINANCIERS</s_text><s_node-2><s_text>Tableaux de financement prévisionnels</s_text><s_node-3><s_text>calendrier des besoins,</s_text><sep/><s_text>nature des augmentations de capital successives,</s_text><sep/><s_text>prévisions de dilution du capital</s_text></s_node-3><sep/><s_text>Comptes de résultat prévisionnels mensuels sur les 12 premiers mois Au niveau des produits :</s_text><s_node-3><s_text>identification des différentes catégories de produits (ventes, publicité, etc.),</s_text><sep/><s_text>identification du prix unitaire du produit ou du service fourni,</s_text><sep/><s_text>volume du chiffre d'affaires envisagé,</s_text><sep/><s_text>incidences de la non réalisation des objectifs (effets de la concurrence, etc.).</s_text></s_node-3><sep/><s_text>Au niveau des charges :</s_text><s_node-3><s_text>identification des charges fixes (charges supportées quel que soit le niveau d'activité de l'entreprise),</s_text><sep/><s_text>identification des coûts variables (coûts proportionnels en fonction de l'activité),</s_text><sep/><s_text>identification du coût de revient unitaire du produit ou du service fourni.</s_text></s_node-3><sep/><s_text>Compte de résultat annuel sur trois/cinq ans</s_text><s_node-3><s_text>calendrier de rentabilité</s_text></s_node-3><sep/><s_text>Plan de trésorerie mensuel sur les 12 premiers mois</s_text><s_node-3><s_text>Quels sont les délais de paiement de la clientèle ? les conditions de règlement des fournisseurs ?</s_text><sep/><s_text>Quels sont les pics identifiés de trésorerie ? le montant des découverts bancaires ? les motifs de ceux-ci ? les moyens d'y remédier ?</s_text><sep/><s_text>En cas de réalisation d'un chiffre d'affaires inférieur à 20% des prévisions, l'entreprise encourt-elle le risque d'un état de cessation des paiements ?</s_text></s_node-3></s_node-2><sep/><s_text>MODES DE SORTIE DES INVESTISSEURS</s_text><s_node-2><s_text>Les modes de sortie pourront consister, en fonction de la stratégie de développement retenue, en :</s_text><s_node-3><s_text>une introduction en bourse,</s_text><sep/><s_text>le rachat par un industriel,</s_text><sep/><s_text>le rachat par un financier.</s_text></s_node-3></s_node-2><sep/><s_text>ANNEXES</s_text><s_node-2><s_text>Documentation commerciale</s_text><sep/><s_text>Glossaire</s_text><sep/><s_text>Brevets et marques déposés</s_text><sep/><s_text>Etude de marché</s_text><sep/><s_text>Contrats importants (clients/fournisseurs)</s_text><sep/><s_text>accords de partenariats stratégiques</s_text><sep/><s_text>Références</s_text><sep/><s_text>CV des membres de l'équipe de direction</s_text><sep/><s_text>Statuts (ou projet de statuts) de la société</s_text><sep/><s_text>Etats financiers détaillés</s_text></s_node-2></s_node-1></s_node-0></s_map>


[User] <image>

[User] Please list in detail the topics, subtopics, and their connections in the mind map.

[Assistant] <s_map><s_node-0><s_text>NSA Directorates</s_text><s_node-1><s_text>about this map</s_text><s_node-2><s_text>by wojciech korsak (Warsaw/POLAND)</s_text><sep/><s_text>all information: https://en.wikipedia.org/wiki/National_Security_Agency</s_text></s_node-2><sep/><s_text>introduction</s_text><s_node-2><s_text>is a national-level intelligence agency of the United States Department of Defense, under the authority of the Director of National Intelligence. The NSA is responsible for global monitoring, collection, and processing of information and data for foreign and domestic intelligence and counterintelligence purposes, specializing in a discipline known as signals intelligence (SIGINT). The NSA is also tasked with the protection of U.S. communications networks and information systems.[8][9] The NSA relies on a variety of measures to accomplish its mission, the majority of which are clandestine.[10]</s_text><sep/><s_text>Agency executives</s_text><s_node-3><s_text>Paul M. Nakasone, the director of the NSA.</s_text><sep/><s_text>George C. Barnes, Deputy Director</s_text></s_node-3><sep/><s_text>Parent agency</s_text><s_node-3><s_text>Department of Defense</s_text><s_node-4><s_text>Agency executives</s_text><s_node-5><s_text>Mark Esper, Secretary</s_text><sep/><s_text>David Norquist, Deputy Secretary</s_text><sep/><s_text>Gen Mark A. Milley, Chairman of the Joint Chiefs of Staff</s_text></s_node-5><sep/><s_text>Child agencies</s_text><s_node-5><s_text>Department of the Army</s_text><sep/><s_text>Department of the Navy</s_text><sep/><s_text>Department of the Air Force</s_text><sep/><s_text>National Security Agency</s_text><sep/><s_text>Defense Intelligence Agency</s_text><sep/><s_text>National Geospatial-Intelligence Agency</s_text><sep/><s_text>National Reconnaissance Office</s_text></s_node-5></s_node-4></s_node-3></s_node-2><sep/><s_text>DP – Associate Directorate for European Affairs</s_text><s_node-2><s_text>DP1 –</s_text><s_node-3><s_text>DP11 – Office of European Affairs</s_text><sep/><s_text>DP12 – Office of Tunisian Affairs</s_text><sep/><s_text>DP15 – Office of British Affairs</s_text></s_node-3></s_node-2><sep/><s_text>E – Directorate for Education and Training</s_text><s_node-2><s_text>E9 –</s_text><s_node-3><s_text>Known is E92 the National Cryptologic School [113]</s_text></s_node-3></s_node-2><sep/><s_text>F –</s_text><s_node-2><s_text>F1 -</s_text><s_node-3><s_text>F1A2 - Office of the NSA Representative of US Diplomatic Missions</s_text></s_node-3><sep/><s_text>F4 –</s_text><s_node-3><s_text>F406 – Office of Foreign Affairs, Pacific Field</s_text></s_node-3><sep/><s_text>F6 – Special Collection Service acronymically the SCS, a joint program created by CIA and NSA in 1978 to facilitate clandestine activities such as bugging computers throughout the world, using the expertise of both agencies.[114]</s_text><sep/><s_text>F7 -</s_text><s_node-3><s_text>F71 – Operations Center Georgia</s_text><sep/><s_text>F74 – Operations Center in Fort Meade</s_text><sep/><s_text>F77 – NSA Station at RAF Menwith Hill</s_text></s_node-3></s_node-2><sep/><s_text>G – Directorate only known from unit G112, the office that manages the Senior Span platform, attached to the U2 spy planes.[115] Also known by GS2E4, which manages Iranian digital networks[116]</s_text><sep/><s_text>H – Only known for joint for joint activities, this directorate specializes in collaboration with other nations</s_text><s_node-2><s_text>H52G – Joint Signal Activity</s_text></s_node-2><sep/><s_text>I – Information Assurance Directorate (IAD), which ensures availability, integrity, authentication, confidentiality, and non-repudiation of national security and telecommunications and information systems (national security systems).</s_text><sep/><s_text>J – Directorate only known from unit J2, the Cryptologic Intelligence Unit</s_text><sep/><s_text>L – Installation and Logistics</s_text><s_node-2><s_text>LL – Services</s_text><sep/><s_text>LL1 – Material Management</s_text><sep/><s_text>LL2 – Transportation, Asset, and Disposition Services</s_text><s_node-3><s_text>LL23 –</s_text><sep/><s_text>LL234 –</s_text><s_node-4><s_text>LL234M – Property Support</s_text></s_node-4></s_node-3></s_node-2><sep/><s_text>M – Associate Directorate for Human Resources (ADHRS)</s_text><sep/><s_text>Q – Security and Counterintelligence</s_text><sep/><s_text>R – Research Directorate, which conducts research on signals intelligence and on information assurance for the U.S. Government.[117]</s_text><sep/><s_text>S – Signals Intelligence Directorate (SID), which is responsible for the collection, analysis, production and dissemination of signals intelligence. This directorate is led by a director and a deputy director. The SID consists of the following divisions:</s_text><s_node-2><s_text>S0 – SID Workforce Performance</s_text><sep/><s_text>S1 – Customer Relations</s_text><s_node-3><s_text>S11 – Customer Gateway</s_text><s_node-4><s_text>S112 – NGA Accounting Management</s_text></s_node-4><sep/><s_text>S12 Known under S12 is S12C the Consumer Services unit</s_text><sep/><s_text>S17 – Strategic Intelligence Disputes and Issues</s_text></s_node-3><sep/><s_text>S2 – Analysis and Production Centers, with the following so-called Product Lines:</s_text><s_node-3><s_text>S211 –</s_text><s_node-4><s_text>S211A – Advanced Analysis Lab</s_text></s_node-4><sep/><s_text>S2A: South Asia</s_text><sep/><s_text>S2B: China and Korea</s_text><sep/><s_text>S2C: International Security</s_text><sep/><s_text>S2D – Foreign Counterintelligence</s_text><s_node-4><s_text>S2D3 –</s_text><sep/><s_text>S2D31 – Operations Support</s_text></s_node-4><sep/><s_text>S2E: Middle East/Asia</s_text><s_node-4><s_text>S2E33: Operational Technologies in Middle East and Asia</s_text></s_node-4><sep/><s_text>S2F: International Crime</s_text><s_node-4><s_text>S2F2:</s_text><s_node-5><s_text>S2F21: Transnational Crime</s_text></s_node-5></s_node-4><sep/><s_text>S2G: Counter-proliferation</s_text><sep/><s_text>S2H: Russia</s_text><sep/><s_text>S2I – Counter-terrorism</s_text><sep/><s_text>S2I02 – Management Services</s_text><sep/><s_text>S2J: Weapons and Space</s_text><sep/><s_text>S2T: Current Threats</s_text></s_node-3><sep/><s_text>S3 – Data Acquisition, with these divisions for the main collection programs:</s_text><s_node-3><s_text>S31 – Cryptanalysis and Exploitation Services (CES)</s_text><s_node-4><s_text>S311 –</s_text><s_node-5><s_text>S3115 –</s_text><s_node-6><s_text>S31153 – Target Analysis Branch of Network Information Exploitation</s_text></s_node-6></s_node-5></s_node-4><sep/><s_text>S32 – Tailored Access Operations (TAO), which hacks into foreign computers to conduct cyber-espionage and reportedly is "the largest and arguably the most important component of the NSA's huge Signal Intelligence (SIGINT) Directorate, consisting of over 1,000 military and civilian computer hackers, intelligence analysts, targeting specialists, computer hardware and software designers, and electrical engineers."[118]</s_text><sep/><s_text>S33 – Global Access Operations (GAO), which is responsible for intercepts from satellites and other international SIGINT platforms.[119] A tool which details and maps the information collected by this unit is code-named Boundless Informant.</s_text><sep/><s_text>S34 – Collections Strategies and Requirements Center</s_text><sep/><s_text>S35 – Special Source Operations (SSO), which is responsible for domestic and compartmented collection programs, like for example the PRISM program.[119] Special Source Operations is also mentioned in connection to the FAIRVIEW collection program.[120]</s_text></s_node-3></s_node-2><sep/><s_text>T – Technical Directorate (TD)</s_text><s_node-2><s_text>T1 Mission Capabilities</s_text><sep/><s_text>T2 Business Capabilities</s_text><sep/><s_text>T3 Enterprise IT Services</s_text></s_node-2><sep/><s_text>V – Threat Assessment Directorate also known as the NTOC National Threat Operations Center</s_text><sep/><s_text>Directorate for Corporate Leadership</s_text><sep/><s_text>Foreign Affairs Directorate, which acts as liaison with foreign intelligence services, counter-intelligence centers and the UKUSA-partners.</s_text><sep/><s_text>Acquisitions and Procurement Directorate</s_text><sep/><s_text>Information Sharing Services (ISS), led by a chief and a deputy chief.[121]</s_text><sep/><s_text>PRISM: a clandestine surveillance program under which the NSA collects user data from companies like Microsoft and Facebook.</s_text></s_node-1></s_node-0></s_map>


[User] <image>

[User] Convert this mind map into a clear structured data format.

[Assistant] <s_map><s_node-0><s_text>Tips for improving Client Engagement and Making Meetings more Impactful with Mindjet</s_text><s_node-1><s_text>About this map</s_text><s_node-2><s_text>based on a Mindjet webinar</s_text><s_node-3><s_text>July 17th</s_text><sep/><s_text>11.00 - 11.45 CEST</s_text></s_node-3><sep/><s_text>organizer</s_text><s_node-3><s_text>Laura Conrardy</s_text><s_node-4><s_text>Solutions Sales Specialist NEWS</s_text><sep/><s_text>UK Mindjet office</s_text><sep/><s_text>Mindjet Ltd.</s_text></s_node-4></s_node-3><sep/><s_text>This map is shared by</s_text><s_node-3><s_text>aHa!Coaching</s_text><sep/><s_text>Mindjet Mindmanager</s_text><s_node-4><s_text>Training Center</s_text><sep/><s_text>value added reseller</s_text><sep/><s_text>since 2002</s_text></s_node-4><sep/><s_text>specialized in</s_text><s_node-4><s_text>Large Scale Deployment</s_text><sep/><s_text>add-in development</s_text></s_node-4></s_node-3></s_node-2><sep/><s_text>background information</s_text><s_node-2><s_text>time Crunch infographic</s_text><s_node-3></s_node-3><sep/><s_text>"one either meets or one works" - Peter Drucker</s_text><sep/><s_text>poll during webinar shows:</s_text><s_node-3><s_text>60%</s_text><s_node-4><s_text>5-10 meetings a week</s_text></s_node-4><sep/><s_text>most popular inhibitor productive meetings</s_text><s_node-4><s_text>diversion</s_text><s_node-5><s_text>many diversions of focus on the meeting</s_text></s_node-5><sep/><s_text>loaded agenda</s_text><s_node-5><s_text>too much items to cover in the allotted meeting</s_text></s_node-5></s_node-4></s_node-3><sep/><s_text>Too Many Meetings infographic</s_text><s_node-3><s_text>how to stay focused and engaged all the time?</s_text></s_node-3></s_node-2><sep/><s_text>general tips for meetings</s_text><s_node-2><s_text>decide if the meeting is required</s_text><sep/><s_text>deicide what type of meeting you are holding</s_text><s_node-3><s_text>information</s_text><sep/><s_text>discussion</s_text><sep/><s_text>permission</s_text></s_node-3><sep/><s_text>have an agenda and stick to it</s_text><sep/><s_text>only invite people to the meeting who need to be there</s_text><sep/><s_text>Have someone chair the meeting</s_text><sep/><s_text>start on time and do not overrun</s_text><sep/><s_text>follow up afterwards</s_text></s_node-2><sep/><s_text>Tips for starting your meeting with MindManager</s_text><s_node-2><s_text>use built-in templates</s_text><s_node-3><s_text>read the tips section in the template</s_text><sep/><s_text>template contains</s_text><s_node-4><s_text>agenda</s_text><s_node-5><s_text>desired outcomes</s_text><sep/><s_text>attendees</s_text><sep/><s_text>rules</s_text><sep/><s_text>agenda</s_text></s_node-5><sep/><s_text>notes</s_text><s_node-5><s_text>capture all the information during the meeting</s_text></s_node-5><sep/><s_text>action items</s_text><sep/><s_text>parking lot</s_text><s_node-5><s_text>can prevent diversions</s_text><sep/><s_text>important info</s_text><s_node-6><s_text>but not for the time being</s_text></s_node-6></s_node-5></s_node-4></s_node-3><sep/><s_text>use things like the client logo to increase client engagement</s_text><sep/><s_text>agenda</s_text><s_node-3><s_text>drag information from Outlook to your map</s_text><s_node-4><s_text>e.g. from your calendar</s_text></s_node-4></s_node-3><sep/><s_text>desired outcomes</s_text><s_node-3><s_text>use priority icons to state priorities and align everyone</s_text></s_node-3><sep/><s_text>attendees</s_text><s_node-3><s_text>embed business cards</s_text><sep/><s_text>hyperlink directly to e-mail address</s_text></s_node-3><sep/><s_text>action items</s_text><s_node-3><s_text>use priorities icons</s_text><sep/><s_text>start date / due date</s_text><sep/><s_text>progression on tasks</s_text><sep/><s_text>split up into</s_text><s_node-4><s_text>before</s_text><sep/><s_text>during</s_text><sep/><s_text>after</s_text></s_node-4><sep/><s_text>use org chart lay-out for WBS-like structure</s_text><sep/><s_text>link dependent tasks</s_text><sep/><s_text>use Gantt view</s_text><s_node-4><s_text>drag topics</s_text><sep/><s_text>show timeline</s_text></s_node-4><sep/><s_text>summarize tasks</s_text><s_node-4><s_text>by using the task roll up feature</s_text><sep/><s_text>this will also color tasks which are at risk or overdue</s_text></s_node-4><sep/><s_text>use Resources to assign tasks to people</s_text></s_node-3><sep/><s_text>visual way to manage your tasks</s_text><s_relation>action items</s_relation></s_node-2><sep/><s_text>Tips for sharing the meeting map</s_text><s_node-2><s_text>using Mindjet Connect integration in MindManager 2012</s_text><s_node-3><s_text>share and add information as you go along</s_text><sep/><s_text>using the map as an agenda AND a live document</s_text></s_node-3><sep/><s_text>available from</s_text><s_node-3><s_text>iPhone</s_text><sep/><s_text>iPad</s_text><sep/><s_text>Android tablet</s_text></s_node-3><sep/><s_text>tips</s_text><s_node-3><s_text>choose the right access level</s_text><s_node-4><s_text>read-only</s_text><sep/><s_text>edit</s_text></s_node-4><sep/><s_text>share using</s_text><s_node-4><s_text>first name</s_text><sep/><s_text>last name</s_text><sep/><s_text>e-mail</s_text></s_node-4><sep/><s_text>follow up using e-mail with hyperlink to map</s_text><sep/><s_text>use call-outs to highlight specific information for colleagues</s_text><sep/><s_text>also available from webbrowser using Connect Vision</s_text><s_node-4><s_text>map can be shared with anyone</s_text><sep/><s_text>they only need Mindjet ID</s_text><s_node-5><s_text>free version available</s_text><sep/><s_text>business version</s_text><s_node-6><s_text>more permissions</s_text><sep/><s_text>access rights</s_text><sep/><s_text>storage space</s_text><sep/><s_text>etc.</s_text></s_node-6></s_node-5></s_node-4><sep/><s_text>person will get an invite</s_text><s_relation>share using</s_relation></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>Tips for using the meeting map with Connect Vision</s_text><s_node-2><s_text>send action items to Connect Action</s_text><s_node-3><s_text>will create link to specific action in Connect Action</s_text><sep/><s_text>send to specific task list</s_text><s_node-4><s_text>e.g. a specific project</s_text></s_node-4></s_node-3><sep/><s_text>will allow for notification around the tasks</s_text><sep/><s_text>add followers to tasks</s_text><s_node-3><s_text>who needs to know about the task?</s_text><sep/><s_text>via e-mail</s_text></s_node-3><sep/><s_text>difference</s_text><s_node-3><s_text>Connect Vision</s_text><s_node-4><s_text>able to visually engage the person</s_text></s_node-4><sep/><s_text>Connect Action</s_text><s_node-4><s_text>follow-up with actions</s_text></s_node-4></s_node-3><sep/><s_text>in the end:</s_text><s_node-3><s_text>making sure the follow up is well done</s_text><s_node-4><s_text>send less e-mail</s_text></s_node-4></s_node-3></s_node-2><sep/><s_text>recap and extra tips</s_text><s_node-2><s_text>gather everything in one place</s_text><s_node-3><s_text>your meeting map</s_text></s_node-3><sep/><s_text>stay focused</s_text><s_node-3><s_text>clear agenda</s_text><sep/><s_text>visual markers</s_text><sep/><s_text>filter in mindmap</s_text><s_node-4><s_text>e.g. filter on specific priority or person</s_text></s_node-4></s_node-3><sep/><s_text>Mindjet Connect</s_text><s_node-3><s_text>share map</s_text><sep/><s_text>make sure actions are followed up</s_text></s_node-3><sep/><s_text>export</s_text><s_node-3><s_text>MS Office</s_text><s_node-4><s_text>Word</s_text><sep/><s_text>PowerPoint</s_text></s_node-4><sep/><s_text>PDF</s_text><sep/><s_text>create a status report</s_text></s_node-3></s_node-2><sep/><s_text>what's next</s_text><s_node-2><s_text>templates for meetings on Biggerplate</s_text><s_node-3><s_text>Planning Effective Meetings group</s_text><sep/><s_text>Search for 'meeting' mindmaps</s_text></s_node-3><sep/><s_text>improve your meetings  infographic</s_text><s_node-3></s_node-3></s_node-2><sep/><s_text>General questions</s_text><s_node-2><s_text>difference windows and mac</s_text><s_node-3><s_text>Gantt currently not available</s_text><s_node-4><s_text>however, new version available this year</s_text></s_node-4></s_node-3><sep/><s_text>integration of Connect and MindManager 7?</s_text><s_node-3><s_text>integration only availble in Mindmanager 2012</s_text><sep/><s_text>However, webversion of Mindjet is avaiable for everyone</s_text></s_node-3></s_node-2></s_node-1></s_node-0></s_map>


[User] <image>

[User] Present the information from the mind map in the image in the form of tree-structured data.

[Assistant] <s_map><s_node-0><s_text>Ministry of Digital Development, Communications and Mass Media (Russia)</s_text><s_node-1><s_text>about this map</s_text><s_node-2><s_text>by wojciech korsak (Warsaw/POLAND)</s_text><sep/><s_text>all information: https://en.wikipedia.org/wiki/Ministry_of_Digital_Development,_Communications_and_Mass_Media_(Russia)</s_text></s_node-2><sep/><s_text>introduction</s_text><s_node-2><s_text>The Ministry of Digital Development, Communications and Mass Media of the Russian Federation[2] (until 2018 was the Ministry of Telecom and Mass Communications)[3] (Russian: Министерство цифрового развития, связи и массовых коммуникаций Российской Федерации), also known as MinComSvyaz Rossii (Russian: Минкомсвязь России), is the governmental agency in Russia established in May 2008 that is responsible for telecommunications, media and the post. Child agencies include Roskomnadzor, Rospechat and Rossvyaz.</s_text><sep/><s_text>Leader</s_text><s_node-3><s_text>Prime Minister</s_text><s_node-4><s_text>Mikhail Mishustin</s_text></s_node-4></s_node-3><sep/><s_text>Appointed by</s_text><s_node-3><s_text>President</s_text><s_node-4><s_text>Vladimir Putin</s_text></s_node-4></s_node-3><sep/><s_text>Main organ</s_text><s_node-3><s_text>Council of Ministers</s_text></s_node-3><sep/><s_text>Responsible to</s_text><s_node-3><s_text>State Duma</s_text><sep/><s_text>President</s_text></s_node-3><sep/><s_text>Headquarters</s_text><s_node-3><s_text>Moscow</s_text></s_node-3></s_node-2><sep/><s_text>Minister of Telecom and Mass Communications of the Russian Federation</s_text><s_node-2><s_text>Igor Shchyogolev</s_text><s_node-3><s_text>(12 May 2008 — 20 May 2012)</s_text></s_node-3><sep/><s_text>Nikolay Nikiforov</s_text><s_node-3><s_text>(21 May 2012 — 7 May 2018)</s_text></s_node-3><sep/><s_text>Konstantin Noskov</s_text><s_node-3><s_text>(18 May 2018 — 21 January 2020)</s_text></s_node-3><sep/><s_text>Maxut Shadayev</s_text><s_node-3><s_text>(21 January 2020 — present)</s_text></s_node-3></s_node-2><sep/><s_text>info</s_text><s_node-2><s_text>Formed</s_text><s_node-3><s_text>2008</s_text></s_node-3><sep/><s_text>Preceding agencies</s_text><s_node-3><s_text>Ministry of Information Technologies and Communications (2004-2008)</s_text><sep/><s_text>Ministry of Communications and Informatics (1999-2004)</s_text><sep/><s_text>Ministry of Communications (1946-1991)</s_text><sep/><s_text>People's Commissariat for Communications of the USSR (1932-1946)</s_text><sep/><s_text>People's Commissariat for Posts and Telegraphs of the USSR (1923-1932)</s_text><sep/><s_text>People's Commissariat for Posts and Telegraphs of the RSFSR (1917-1923)</s_text></s_node-3><sep/><s_text>Jurisdiction</s_text><s_node-3><s_text>Government of Russia</s_text></s_node-3><sep/><s_text>Headquarters</s_text><s_node-3><s_text>Tverskaya 7, Moscow</s_text></s_node-3><sep/><s_text>Annual budget</s_text><s_node-3><s_text>58.8 billion rouble (FY 2011)</s_text></s_node-3><sep/><s_text>Minister responsible</s_text><s_node-3><s_text>Maxut Shadayev</s_text></s_node-3><sep/><s_text>Child agencies</s_text><s_node-3><s_text>Roskomnadzor</s_text><sep/><s_text>Rospechat</s_text><sep/><s_text>Rossvyaz</s_text></s_node-3></s_node-2><sep/><s_text>Roskomnadzor Федеральная служба по надзору в сфере связи, информационных технологий и массовых коммуникаций  Federal Service for Supervision of Communications, Information Technology and Mass Media</s_text><s_node-2><s_text>overview</s_text><s_node-3><s_text>Jurisdiction</s_text><s_node-4><s_text>Russia</s_text></s_node-4><sep/><s_text>Headquarters</s_text><s_node-4><s_text>Китайгородский пр., д.7 стр.2</s_text><sep/><s_text>Kitay-gorod</s_text><sep/><s_text>Moscow</s_text></s_node-4><sep/><s_text>Employees</s_text><s_node-4><s_text>3,019 (2017)</s_text></s_node-4><sep/><s_text>Annual budget</s_text><s_node-4><s_text>8.5 billion rubles (2016)</s_text></s_node-4><sep/><s_text>Agency executive</s_text><s_node-4><s_text>Aleksandr Zharov</s_text></s_node-4></s_node-3><sep/><s_text>introduction</s_text><s_node-3><s_text>The Federal Service for Supervision of Communications, Information Technology and Mass Media (Russian: Федеральная служба по надзору в сфере связи, информационных технологий и массовых коммуникаций)[1] or Roskomnadzor (Russian: Роскомнадзор) is the Russian federal executive body responsible for censorship in media and telecommunications. Its areas include electronic media, mass communications, information technology and telecommunications; overseeing compliance with the law protecting the confidentiality of personal data being processed; and organizing the work of the radio-frequency service.</s_text></s_node-3><sep/><s_text>History</s_text><s_node-3><s_text>This Federal Service for Supervision in the Sphere of Telecom, Information Technologies and Mass Communications was re-established in May 2008. Resolution number 419, "On Federal Service for Supervision in the Sphere of Telecom, Information Technologies and Mass Communications", was adopted on February 6, 2008.[2][3]</s_text><sep/><s_text>In March 2007 the authority—then a subdivision of the Cultural Ministry of Russia called Russian Federal Surveillance Service for Compliance with the Legislation in Mass Media and Cultural Heritage Protection (Rosokhrankultura)—warned the Kommersant newspaper that it shouldn't mention National Bolshevik Party on its pages, as the party had been denied official registration.[4]</s_text><sep/><s_text>In 2019 media criticized the service's choice of experts who are performing analysis of referred publications to assess their compliance with regulations. A number of experts recruited by Roscomnadzor are associated with pseudo-scientific and sectarian movements, including HIV-deniers, ultra-conservative, anti-vaccination and alternative "medicine" activists. Three of such experts - Anna Volkova, Tatyana Simonova and Elena Shabalina - assessed lyrics of popular rapper Egor Kreed in which they found "mutagenic effect", "satanic influence" and "psychological warfare".[5]</s_text><sep/><s_text>Also in 2019 Roscomnadzor published the first iteration of the "list of information resources who had in the past been spreading unreliable information" including a number of social media groups and media websites accused mostly of incorrectly reporting on a single incident in Dzerzhinsk in June 2019.[6][7]</s_text></s_node-3><sep/><s_text>Service tasks</s_text><s_node-3><s_text>Roskomnadzor is a federal executive body responsible for control, censorship, and supervision in the field of media, including electronic media and mass communications, information technology and communications functions control and supervision over the compliance of personal data processing requirements of the legislation of the Russian Federation in the field of personal data, and the role of co-ordinating the activities of radio frequency service. It's an authorized federal executive body for the protection of human subjects of personal data.[8] It is also the body administering Russian Internet censorship filters.[9]</s_text></s_node-3><sep/><s_text>Blacklisted websites</s_text><s_node-3><s_text>On April 5, 2013, it was confirmed by a spokesperson for Roskomnadzor that Wikipedia had been blacklisted over the article 'Cannabis smoking' (Курение каннабиса) on Russian Wikipedia.[10][11] On March 31, 2013 The New York Times reported that Russia was beginning 'Selectively Blocking [the] Internet'.[12] In 2014, during the Crimea Crisis, Roskomnadzor had a number of websites criticising Russian policy in Ukraine blocked, including the blog of Alexei Navalny, Kasparov.ru and Грани.ру [ru].[13] Also, on June 22, 2016 Amazon Web Services was entirely blocked for a couple of hours because of a poker app.[14][15]</s_text><sep/><s_text>GitHub</s_text><s_node-4><s_text>In October 2014 GitHub was blocked for a short time. On December 2 GitHub was blocked again for some satiric notes, describing "methods of suicide",[16] which caused major tensions among Russian software developers. It was unblocked on December 4, and GitHub had set up a special page[17] dedicated to Roskomnadzor-related issues. All content was and remains available for non-Russian networks.</s_text></s_node-4><sep/><s_text>Russian Wikipedia</s_text><s_node-4><s_text>On August 18, 2015, an article in Russian Wikipedia about charas (Чарас (наркотическое вещество)) (in Russian) was blacklisted by Roskomnadzor as containing propaganda on narcotics. The article was then rewritten from scratch using UN materials and textbooks, but on August 24 it was included in the list of forbidden materials, sent to Internet providers of Russia. As Wikipedia uses HTTPS protocol to encrypt traffic, effectively all of the site with all language versions of Wikipedia was blocked in Russia on the night of August 25.[18]</s_text></s_node-4><sep/><s_text>Adult content</s_text><s_node-4><s_text>In September 2016, adult websites Pornhub and YouPorn were blocked by Roskomnadzor as containing adult pornographic content.[19] The watchdog says that they are not in the market and the demography is not a commodity.[20]</s_text></s_node-4><sep/><s_text>The Daily Stormer</s_text><s_node-4><s_text>In 2017, the neo-Nazi website The Daily Stormer was briefly moved to a Russian domain, but Roskomnazdor subsequently acted to remove its access, and the site was subsequently moved to the dark web.[21]</s_text></s_node-4><sep/><s_text>Telegram</s_text><s_node-4><s_text>On April 16, 2018, Russia’s federal censor ordered Russian ISPs to start blocking access to the instant messenger Telegram. Soon, the government censor also banned millions of IP addresses belonging to Amazon and Google.[22][23]</s_text></s_node-4></s_node-3></s_node-2><sep/><s_text>Rospechat Федеральное агентство по печати и массовым коммуникациям России  Federal Agency on Press and Mass Communications of the Russian Federation</s_text><s_node-2><s_text>overview</s_text><s_node-3><s_text>Jurisdiction</s_text><s_node-4><s_text>Russia</s_text></s_node-4><sep/><s_text>Agency executive</s_text><s_node-4><s_text>Mikhail Seslavinsky</s_text></s_node-4></s_node-3><sep/><s_text>(Федеральное агентство по печати и массовым коммуникациям России) is the regulating state agency within the hierarchy of modern Russian Government. It also may be referred to as abbreviation FAPMC (ФАПМК) or by the short name Rospechat (Роспечать).</s_text><sep/><s_text>The agency is the former Ministry of Press, Broadcasting and Mass Communications (МПТР). It was transformed during governmental reform in 2004 and subordinated to Ministry of Communications and Mass Media, so it was no longer a standalone ministry. Since reorganization, it is headed by Seslavinsky, Mikhail Vadimovich.</s_text><sep/><s_text>As stated on the Russian government website, the FAPMC "a) executes law enforcement and provides state services in sphere of creation and functioning of mass media and mass communications, television and radio, usage of radio-frequency spectrum and orbital positions of communication sputniks for the purposes of television and radio broadcasting, development of means of mass communications and spreading of mass media, in sphere of information interchange, broadcasting of additional information, computer networks of common usage in the area of electronic mass media, printing, activities in publishing and polygraphy; b) maintains all-Russian registers of mass media and mass communications, TV and radio broadcasting companies, makers of audio and video production" ([1]).</s_text><sep/><s_text>The Rospechat is supposed to be one of the authorities overseeing usage of the Internet in Russia. It supports several projects such as The Runet Prize and well-known Gramota.ru, the educational portal on the Russian language. It also had sponsored Maksim Moshkow's Library — the most famous Russian language free online library — and animator.ru, a website dedicated to chronicling Russian animation.</s_text></s_node-2><sep/><s_text>Rossvyaz Министерство связи и массовых коммуникаций Российской Федерации  Russian Federal Communications Agency</s_text><s_node-2><s_text>introduction</s_text><s_node-3><s_text>(Russian: Федеральное агентство связи, abbreviated Rossvyaz, Russian: Россвязь) is the federal agency, controlled by the Ministry of Communications and Mass Media of Russia.[1] It is responsible for providing public services, the management of state property and law enforcement functions in the field of communication and information.</s_text></s_node-3><sep/><s_text>Functions and role</s_text><s_node-3><s_text>Ensuring the implementation of inter-state and federal programs in the field of communication and information;</s_text><sep/><s_text>Provision of public importance of services in the field of communication and information to the public on the conditions set by federal law, including: providing in the prescribed manner of distribution and proper use of radio frequency (RF channels) and civil and numbering resources;</s_text><sep/><s_text>Conformity assessment in the field of communication and information;</s_text><sep/><s_text>Organization in the prescribed manner of functioning, development and modernization of federal communications and national information and telecommunications infrastructure;</s_text><sep/><s_text>Organization of a network of certification centers digital signature;</s_text><sep/><s_text>Publication of individual legal acts in the field of communication and information on the basis and in pursuance of the Constitution of Russia, federal constitutional laws, federal laws, regulations and orders of the President of Russia, and orders of the Government of Russia and the Ministry of Communications and Mass Media;</s_text><sep/><s_text>Maintenance of registers, registers and inventories.</s_text><sep/><s_text>Is the only body in the country issuing stamps and other government postage stamps (GZPO), which are designed and printed in the Mark Publishing and Trading Centre.</s_text></s_node-3><sep/><s_text>Heads of the agency</s_text><s_node-3><s_text>Dmitry Milovantsev</s_text><s_node-4><s_text>(March 18, 2004 - July 9, 2004)</s_text></s_node-4><sep/><s_text>Andrey Beskorovainy</s_text><s_node-4><s_text>(July 2004/10 June 2005 - 20 June 2007)</s_text></s_node-4><sep/><s_text>Valeriy Bugaenko</s_text><s_node-4><s_text>(June 20, 2007 - June 28, 2011 [3])</s_text></s_node-4><sep/><s_text>Oleg G. Dukhovnitsky</s_text><s_node-4><s_text>(April 23, 2012 - present)</s_text></s_node-4></s_node-3></s_node-2></s_node-1></s_node-0></s_map>


[User] <image>

[User] Present the information from the mind map in the image in the form of tree-structured data.

[Assistant] <s_map><s_node-0><s_text>Programme Workshops</s_text><s_node-1><s_text>Outplacement Workshops (Individual Change)</s_text><s_node-2><s_text>Workshop 1: Enabling Career & Job Change</s_text><s_node-3><s_text>Objectives</s_text><s_node-4><s_text>To provide individuals with tools and techniques that enable them to identify new opportunities and maximise their potential for securing a role that suits their capabilities.</s_text></s_node-4><sep/><s_text>Outcomes</s_text><s_node-4><s_text>A step by step guide for identifying and securing a new role</s_text><sep/><s_text>An understanding of personal needs, interaction strengths and weaknesses and the type of roles and work context that will suit them best</s_text><sep/><s_text>An appreciation of how to make contact with appropriate people who will enable them</s_text></s_node-4><sep/><s_text>Workshop Structure</s_text><s_node-4><s_text>Pre-Workshop: Online Questionnaire</s_text><sep/><s_text>Session 1: Introductions and Expectations</s_text><sep/><s_text>Session 2: Reviewing and Learning from Profile Questionnaire</s_text><sep/><s_text>Session 3: Building a Plan (Based on Mental, Emotional and Physical Profiles)</s_text><sep/><s_text>Session 4: Understanding Context and Contact</s_text><sep/><s_text>Session 5: Next Steps</s_text></s_node-4><sep/><s_text>Who's it For?</s_text><s_node-4><s_text>Individuals who have to change jobs or career through personal choice or redundancy</s_text></s_node-4><sep/><s_text>What Does it Cost?</s_text><s_node-4><s_text>The "Enabling Career and Job Change" workshop is part of the Outplacement Programme, which costs £5000, usually paid for by the organisation making redundancies. The Outplacement Programme contains a combination of 3 Workshops, Personal Coaching, and Partner Network Access.</s_text><sep/><s_text>It is also possible to book an individual place on the workshop as a one-off event (instead of a series) at a cost of £500 per person.</s_text></s_node-4></s_node-3><sep/><s_text>Workshop 2: Planning & Managing Change</s_text><s_node-3><s_text>Objectives</s_text><s_node-4><s_text>To provide individuals with tools and techniques that enable them to explore how they respond to and/or drive change, plan their approach in terms of change, and how to organise their activities and behaviour to create success.</s_text></s_node-4><sep/><s_text>Outcomes</s_text><s_node-4><s_text>An understanding of different types of change</s_text><sep/><s_text>An understanding of their personal response to different types of change</s_text><sep/><s_text>An approach for navigating successfully through change</s_text><sep/><s_text>A set of personal change assessment and managing tools</s_text></s_node-4><sep/><s_text>Workshop Structure</s_text><s_node-4><s_text>Session 1: Introductions and Expectations</s_text><sep/><s_text>Session 2: Exploring Change - Types, Interpretation and Impact</s_text><sep/><s_text>Session 3: My Profile and My Approach to Change</s_text><sep/><s_text>Session 4: Techniques and Approaches to Change (Planning and Managing)</s_text><sep/><s_text>Session 5: Next Steps - Anticipating Change and Managing Needs</s_text></s_node-4><sep/><s_text>Who's it For?</s_text><s_node-4><s_text>Individuals who have to adapt and broaden their attitude to change and develop fixed plans and behaviours for exploring new or unfamiliar situations. It is ideal for individuals seeking to change jobs, roles or move their career in a new direction.</s_text></s_node-4><sep/><s_text>What Does it Cost?</s_text><s_node-4><s_text>The "Planning and Managing Change" workshop is part of the Outplacement Programme, which costs £5000, usually paid for by the organisation making redundancies. The Outplacement Programme contains a combination of 3 Workshops, Personal Coaching, and Partner Network Access.</s_text><sep/><s_text>It is also possible to book an individual place on the workshop as a one-off event (instead of a series) at a cost of £500 per person.</s_text></s_node-4></s_node-3><sep/><s_text>Workshop 3: Managing My Direction</s_text><s_node-3><s_text>Objectives</s_text><s_node-4><s_text>To provide individuals with tools and techniques that enable them to actively chart and manage their development at personal, professional, and philosophical levels.</s_text></s_node-4><sep/><s_text>Outcomes</s_text><s_node-4><s_text>An understanding of different types of change</s_text><sep/><s_text>An understanding of their personal response to different types of change</s_text><sep/><s_text>An approach for navigating successfully through change</s_text><sep/><s_text>A set of personal change assessment and managing tools</s_text></s_node-4><sep/><s_text>Workshop Structure</s_text><s_node-4><s_text>Session 1: Introductions and Expectations</s_text><sep/><s_text>Session 2: Getting a Compass Bearing and Identifying Philosophy</s_text><sep/><s_text>Session 3: Integrating Personal and Professional Direction</s_text><sep/><s_text>Session 4: Intent - Establishing Direction Setting Approaches</s_text><sep/><s_text>Session 5: Next Steps - Monitoring Progress and Enabling Course Corrections</s_text></s_node-4><sep/><s_text>Who's it For?</s_text><s_node-4><s_text>Individuals who are seeking clarity and purpose in professional and/or personal endeavours. It is ideal for individuals seeking to change jobs, roles, or move their career in a new direction.</s_text></s_node-4><sep/><s_text>What Does it Cost?</s_text><s_node-4><s_text>The "Managing My Direction" workshop is part of the Outplacement Programme, which costs £5000, usually paid for by the organisation making redundancies. The Outplacement Programme contains a combination of 3 Workshops, Personal Coaching, and Partner Network Access.</s_text><sep/><s_text>It is also possible to book an individual place on the workshop as a one-off event (instead of a series) at a cost of £500 per person.</s_text></s_node-4></s_node-3></s_node-2><sep/><s_text>Restructuring Workshops (Organisational Change)</s_text><s_node-2><s_text>Workshop 1: Leadership</s_text><s_node-3><s_text>Objectives</s_text><s_node-4><s_text>To provide participants with leadership best practices and an understanding of the contexts and situations in which they can be applied successfully.</s_text></s_node-4><sep/><s_text>Outcomes</s_text><s_node-4><s_text>An understanding of tried and tested leadership practices</s_text><sep/><s_text>Clarity about role of a leader vs manager</s_text><sep/><s_text>An understanding of leadership approaches and styles</s_text><sep/><s_text>A set of leadership tools and techniques to accelerate performance</s_text></s_node-4><sep/><s_text>Workshop Structure</s_text><s_node-4><s_text>Session 1: Introductions and Expectations</s_text><sep/><s_text>Session 2: Leadership - Best Practice (Vision, Mission, Strategies)</s_text><sep/><s_text>Session 3: Leading - Attitudes, Behaviours, Situations</s_text><sep/><s_text>Session 4: Vital Tools and Techniques to Support Leadership</s_text><sep/><s_text>Session 5: Next Steps - Clarifying My Leadership Role</s_text></s_node-4><sep/><s_text>Who's it For?</s_text><s_node-4><s_text>Individuals in leadership roles or taking on leadership responsibilities in a group, team or business. It is ideal for individuals moving from managing (tactical) roles to leadership (strategic) roles.</s_text></s_node-4><sep/><s_text>What Does it Cost?</s_text><s_node-4><s_text>People can participate in this workshop as part of an Organisation Restructuring Programme (sponsored by a company) or as a single workshop for £750</s_text></s_node-4></s_node-3><sep/><s_text>Workshop 2: Communications</s_text><s_node-3><s_text>Objectives</s_text><s_node-4><s_text>To provide participants with insights about the complexity of organisational communication and how to integrate and manage it successfully.</s_text></s_node-4><sep/><s_text>Outcomes</s_text><s_node-4><s_text>An understanding of all the components of communication</s_text><sep/><s_text>Clarity about types of communication and their contextual relevance</s_text><sep/><s_text>An understanding of communication styles and efficacy</s_text><sep/><s_text>A set of communication tools and techniques</s_text></s_node-4><sep/><s_text>Workshop Structure</s_text><s_node-4><s_text>Session 1: Introductions and Expectations</s_text><sep/><s_text>Session 2: Components of Communication (Media, Content, Intent)</s_text><sep/><s_text>Session 3: Communication - Transmit or Connect (Styles, Context, Objectives)</s_text><sep/><s_text>Session 4: Essence of Communication - Cracking the Fundamentals</s_text><sep/><s_text>Session 5: Next Steps - Communication Challenges and Potential Solutions</s_text></s_node-4><sep/><s_text>Who's it For?</s_text><s_node-4><s_text>Individuals who need to coordinate the efforts of people: leaders (team, function, organisation), managers and influencers.</s_text></s_node-4><sep/><s_text>What Does it Cost?</s_text><s_node-4><s_text>People can participate in this workshop as part of an Organisation Restructuring Programme (sponsored by a company) or as a single workshop for £750</s_text></s_node-4></s_node-3><sep/><s_text>Workshop 3: Operations</s_text><s_node-3><s_text>Objectives</s_text><s_node-4><s_text>To provide participants with project management and implementation tools and techniques that enable "things to get done"</s_text></s_node-4><sep/><s_text>Outcomes</s_text><s_node-4><s_text>Clarity about the components of effective execution/doing</s_text><sep/><s_text>Framework for planning, organising and monitoring activities</s_text><sep/><s_text>An understanding of styles and approaches that engage different types of people in tasks</s_text><sep/><s_text>A set of tools and techniques for coordinating activity</s_text></s_node-4><sep/><s_text>Workshop Structure</s_text><s_node-4><s_text>Session 1: Introductions and Expectations</s_text><sep/><s_text>Session 2: Execution & Implementation - Components of Success</s_text><sep/><s_text>Session 3: Styles and Approaches for Engaging People in Getting Things Done</s_text><sep/><s_text>Session 4: Key Frameworks for Maintaining Focus and Effort</s_text><sep/><s_text>Session 5: Next Steps - My Personal Implementation Approach</s_text></s_node-4><sep/><s_text>Who's it For?</s_text><s_node-4><s_text>Individuals who have to coordinate and enable the efforts of other to get things done (managers, team leaders, voluntary roles, etc)</s_text></s_node-4><sep/><s_text>What Does it Cost?</s_text><s_node-4><s_text>People can participate in this workshop as part of an Organisational Restructuring Programme (sponsored by a company) or as a single workshop for £750.</s_text></s_node-4></s_node-3></s_node-2><sep/><s_text>Peak Performance Workshops (Performance Change)</s_text><s_node-2><s_text>Workshop 1: Motive Driven Selling</s_text><s_node-3><s_text>Objectives</s_text><s_node-4><s_text>This workshop provides an opportunity to explore and learn the skills and techniques that enable sales by viewing the world through customers' eyes and devising creative solutions to meet their needs in uncertain times.</s_text></s_node-4><sep/><s_text>Outcomes</s_text><s_node-4><s_text>An understanding of how to use an innovative 'lens' tool to view customers' worlds</s_text><sep/><s_text>Clarity about customers' motives and real needs</s_text><sep/><s_text>An understanding of how to create 'pull' from customers rather than 'pushing' products or services</s_text><sep/><s_text>A framework for prioritising customer engagements to maximise success</s_text><sep/><s_text>An understanding of assumptions, beliefs and behaviours that sabotage success</s_text></s_node-4><sep/><s_text>Workshop Structure</s_text><s_node-4><s_text>Session 1: Introductions and Expectations</s_text><sep/><s_text>Session 2: Assumptions and Behaviours when Selling</s_text><sep/><s_text>Session 3: Exploring Customers' Buying Motives and Needs</s_text><sep/><s_text>Session 4: Constructing Offers that Meet Mutual Business Needs</s_text><sep/><s_text>Session 5: Planning New Approaches and Establishing Further Support Required</s_text></s_node-4><sep/><s_text>Who's it For?</s_text><s_node-4><s_text>Teams or groups of sales people from the same organisation and their customers</s_text></s_node-4><sep/><s_text>What Does it Cost?</s_text><s_node-4><s_text>This workshop can be attended as a one-off development workshop at a cost of £3,750 (for up to 10 participants) or as part of a Peak Performance Programme of workshops to accelerate performance improvement across an organisation.</s_text></s_node-4></s_node-3><sep/><s_text>Workshop 2: Performance Alignment</s_text><s_node-3><s_text>Objectives</s_text><s_node-4><s_text>This workshop focuses on the attitudes, behaviours, communication processes and disciplines that ensure coherent efforts between individuals and groups that deliver the most efficient results.</s_text></s_node-4><sep/><s_text>Outcomes</s_text><s_node-4><s_text>An understanding of the key components that align people, process and performance</s_text><sep/><s_text>Clarity about how to communicate efficiently</s_text><sep/><s_text>An understanding of how to align different motivations and working styles</s_text><sep/><s_text>A framework for handling misunderstandings and perspective differences</s_text><sep/><s_text>A unifying vision and reason for working as a team</s_text></s_node-4><sep/><s_text>Workshop Structure</s_text><s_node-4><s_text>Session 1: Introductions and Expectations</s_text><sep/><s_text>Session 2: Identifying Common Purpose and Shared Vision</s_text><sep/><s_text>Session 3: Practical Issues in Communication and Motivation</s_text><sep/><s_text>Session 4: Frameworks for Communication - Processes, Monitoring and Adapting Performance</s_text><sep/><s_text>Session 5: The Way Forward - Agreeing What to do Differently to Create Different Results</s_text></s_node-4><sep/><s_text>Who's it For?</s_text><s_node-4><s_text>Teams or groups of people from the same organisation and their internal customer (people in related functions)</s_text></s_node-4><sep/><s_text>What Does it Cost?</s_text><s_node-4><s_text>This workshop can be attended as a one-off development workshop at a cost of £3,750 (for up to 10 participants) or as part of a Peak Performance Programme of workshops to create and embed cross-functional effectiveness across an organisation.</s_text></s_node-4></s_node-3><sep/><s_text>Workshop 3: Managing Excellence</s_text><s_node-3><s_text>Objectives</s_text><s_node-4><s_text>This workshop focuses on the challenge of implementing an organisation's business plan and the vital things managers must do (with limited resources) to achieve continuing, consistent results.</s_text></s_node-4><sep/><s_text>Outcomes</s_text><s_node-4><s_text>An understanding of the organisation's business plan and where the manager's contribution impacts upon it</s_text><sep/><s_text>An understanding of the key elements of day-to-day activities that together ensure success</s_text><sep/><s_text>Clarity about how to align different motivations and styles round a common purpose</s_text><sep/><s_text>A framework for identifying priorities and guiding continuous adaptation to changing situations</s_text><sep/><s_text>A set of planning, organising and monitoring tools and techniques for continuous managing</s_text></s_node-4><sep/><s_text>Workshop Structure</s_text><s_node-4><s_text>Session 1: Introductions and Expectations</s_text><sep/><s_text>Session 2: Organisational Planning and Functional Contributions (Organisational Excellence Model)</s_text><sep/><s_text>Session 3: Activities, Motivations, Styles - Creating Common Purpose and Inter-Dependence</s_text><sep/><s_text>Session 4: Frameworks, Tools and Techniques - Prioritising and Monitoring Performance</s_text><sep/><s_text>Session 5: The Way Forward - Planning for Sustainable Working</s_text></s_node-4><sep/><s_text>Who's it For?</s_text><s_node-4><s_text>Senior or middle management teams from the same organisation.</s_text></s_node-4><sep/><s_text>What Does it Cost?</s_text><s_node-4><s_text>This workshop can be attended as a one-off development workshop at a cost of £3750 (for up to 10 participants) or as part of a Peak Performance Programme of workshops to create and embed cross-functional effectiveness across an organisation</s_text></s_node-4></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>LED ( Light Emitting Diode ) 發光二極體-投資新趨勢-新技術-新挑戰-新機會</s_text><s_node-1><s_text>LED 基本結構-製程-供應鏈</s_text><s_node-2><s_text>LED 發展史</s_text><sep/><s_text>LED 分類</s_text><sep/><s_text>可見光 LED 的顏色與材料種類</s_text><sep/><s_text>LED 與傳統燈泡及日光燈管特性比較 (驚人的節能省碳效果 - 體積小壽命長)</s_text><sep/><s_text>LED 照明節能效益預測</s_text><sep/><s_text>LED 基本製程與產業鏈</s_text><s_node-3><s_text>白光 LED 製造方法</s_text><sep/><s_text>上游-磊晶製程</s_text><s_node-4><s_text>中游-晶粒製造</s_text><s_node-5><s_text>下游-封裝測試</s_text></s_node-5></s_node-4><sep/><s_text>LED 製程設備與原材料</s_text><sep/><s_text>終端應用-產品應用市場</s_text></s_node-3><sep/><s_text>全球 5 大 LED 廠商概況</s_text></s_node-2><sep/><s_text>LED 技術門檻與挑戰-亮度-成本-散熱</s_text><s_node-2><s_text>發光效率高低決定技術高下</s_text><sep/><s_text>掌握散熱技術是大贏家</s_text><sep/><s_text>螢光粉材料是白光 LED 中的關鍵要角</s_text><s_node-3><s_text>影響 發光光譜 / 色溫 / 發光效率 / 演色性</s_text></s_node-3><sep/><s_text>藍光 LED 主流技術 - 氮化鎵基板 & 藍寶石基板</s_text><sep/><s_text>矽基板 LED - 降低成本與提升毛利的關鍵</s_text><sep/><s_text>光子晶體 LED - 大幅提升取光效率</s_text><s_node-3><s_text>電子束光刻法 - Electron Beam Lithography</s_text><sep/><s_text>激光全息技藝 - Holography</s_text><sep/><s_text>奈米壓印技術 - Nano Imprint Technology</s_text><sep/><s_text>在 LED 結構內加入光子晶體 ( LED 表面會粗化 ) - 就可以克服全反射障礙來提高發光效率</s_text></s_node-3><sep/><s_text>紫外光 LED - 搶攻白光市場的利器</s_text><s_node-3><s_text>調整 RGB 三色螢光粉比例即可產生穩定性高的白光</s_text></s_node-3><sep/><s_text>AC 交流 LED - 突破直流電源驅動的限制</s_text><sep/><s_text>無極性 LED - 實現高效率 LED 的技術革命</s_text><sep/><s_text>垂直結構 LED - 提升發光效率與改善散熱問題</s_text><sep/><s_text>Smart Control ( AC 調光 )</s_text></s_node-2><sep/><s_text>LED 新興應用市場與投資</s_text><s_relation>LED 相關應用與開發產品 ( 汽車 / 一般照明 / 低溫照明 / 背光模組光源 --> 手機 筆記本電腦 DVD 液晶電視 數位相機 數位相框 戶外看板 ) ()</s_relation><s_node-2><s_text>LED 全球領導企業</s_text><s_node-3><s_text>豐田合成 = Toyoda Gosei</s_text><sep/><s_text>日亞化 = Nichia</s_text><sep/><s_text>Lumiled ( Philips ) / Agilent Lumiled</s_text><sep/><s_text>Cree = 克理</s_text><sep/><s_text>Osram = 歐司朗</s_text><sep/><s_text>Avago = 安華高科技</s_text><sep/><s_text>美/日技術領先 --> 台灣/中國/韓國擴大量產實力</s_text><s_node-4><s_text>從專利保護時代進入專力競爭時代</s_text><s_node-5><s_text>全球 LED 廠商的專利關係圖.JPG</s_text></s_node-5></s_node-4></s_node-3><sep/><s_text>背光模組應用</s_text><s_node-3><s_text>手機</s_text><s_node-4><s_text>筆記本電腦</s_text><s_node-5><s_text>數問相框</s_text><sep/><s_text>數位電視</s_text></s_node-5></s_node-4><sep/><s_text>數位相機</s_text><sep/><s_text>PDA & GPS</s_text><sep/><s_text>戶外看板</s_text></s_node-3><sep/><s_text>汽車產業</s_text><s_node-3><s_text>第三煞車燈</s_text><sep/><s_text>車內照明</s_text><s_node-4><s_text>儀表燈</s_text><sep/><s_text>情境照明</s_text></s_node-4><sep/><s_text>車前照明</s_text><sep/><s_text>車後照明</s_text></s_node-3><sep/><s_text>一般照明</s_text><s_node-3><s_text>戶內照明</s_text><sep/><s_text>戶外照明</s_text><sep/><s_text>路燈照明</s_text><s_node-4><s_text>先進國家機及測試</s_text><sep/><s_text>中國市場快速崛起</s_text></s_node-4><sep/><s_text>建築照明</s_text><sep/><s_text>低溫照明 - 冰箱</s_text><s_node-4><s_text>全球低溫 LED 市場分析.JPG</s_text></s_node-4></s_node-3><sep/><s_text>LED 驅動 IC</s_text><s_node-3><s_text>台灣 IC 設計公司跨足 LED 產業領域概況.JPG</s_text></s_node-3><sep/><s_text>企業集團戰略布局</s_text><s_node-3><s_text>上游積極整併</s_text><sep/><s_text>下游異業合作</s_text><sep/><s_text>Liteon 光寶集團</s_text><sep/><s_text>聯電集團 - 垂直整合 積極合併複製半導體成功經驗</s_text><sep/><s_text>面板二虎 - 友達與奇美各有策略</s_text><sep/><s_text>鴻海集團 - 切入路燈照明與下游封裝</s_text><sep/><s_text>LED IC 設計客製化程度高</s_text><sep/><s_text>台灣 LED 產業的 SWOT 分析</s_text></s_node-3><sep/><s_text>工研院最新 LED 與安定器技術</s_text></s_node-2><sep/><s_text>LED 相關應用與開發產品 ( 汽車 / 一般照明 / 低溫照明 / 背光模組光源 --> 手機 筆記本電腦 DVD 液晶電視 數位相機 數位相框 戶外看板 )</s_text><s_relation>LED 新興應用市場與投資 ()</s_relation><s_node-2><s_text></s_text><s_node-3><s_text>AC Dimming Controller + Power Supply + RF Receving Module + LED Lighing  (電源+調光+遙控器+ LED 燈具)</s_text><s_node-4><s_text>電源調光+遙控器+ LED 燈具.jpg</s_text></s_node-4><sep/><s_text></s_text><s_node-4><s_text>交通管制燈應用.jpg</s_text></s_node-4><sep/><s_text></s_text><s_node-4><s_text>交通指示燈應用.jpg</s_text></s_node-4><sep/><s_text></s_text><s_node-4><s_text>電子顯示系統.jpg</s_text></s_node-4><sep/><s_text></s_text><s_node-4><s_text>LED-各項應用.jpg</s_text></s_node-4></s_node-3></s_node-2><sep/><s_text>維基百科-LED</s_text></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>Tax Preparation Checklist</s_text><s_node-1><s_text>Personal Data</s_text><s_node-2><s_text>Social Security Numbers</s_text><sep/><s_text>Business IEN</s_text></s_node-2><sep/><s_text>Miscellaneous Tax Documents</s_text><s_node-2><s_text>Retirement plan contributions</s_text><sep/><s_text>Records to document medical expenses</s_text><sep/><s_text>Records to document casualty or theft losses</s_text><sep/><s_text>Records for any other expenditures that may be deductible</s_text><sep/><s_text>Others</s_text></s_node-2><sep/><s_text>Income</s_text><s_node-2><s_text>Employed</s_text><s_node-3><s_text>W-2 forms</s_text><sep/><s_text>Unemployment compensation</s_text><sep/><s_text>Jury duty pay</s_text><sep/><s_text>Pensions and annuities</s_text><sep/><s_text>Social security benefits</s_text></s_node-3><sep/><s_text>Self-Employed</s_text><s_node-3><s_text>Business income</s_text><sep/><s_text>Partnership income</s_text><sep/><s_text>Other business income</s_text></s_node-3><sep/><s_text>Investments</s_text><s_node-3><s_text>Dividend income</s_text><sep/><s_text>Proceeds from broker transactions</s_text><sep/><s_text>Retirement plan distribution</s_text><sep/><s_text>Other income from investments</s_text></s_node-3><sep/><s_text>Other income</s_text><s_node-3><s_text>Alimony received</s_text><sep/><s_text>Rent income</s_text><sep/><s_text>State and local income tax refunds</s_text><sep/><s_text>Scholarships and fellowships</s_text><sep/><s_text>Prizes and awards</s_text><sep/><s_text>Gambling and lottery winnings</s_text><sep/><s_text>Other miscellaneous income</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>Expenses</s_text><s_node-2><s_text>Personal</s_text><s_node-3><s_text>Homeowner/Renter</s_text><s_node-4><s_text>Mortgage interest</s_text><sep/><s_text>Real estate taxes paid</s_text><sep/><s_text>Rent paid during tax year</s_text><sep/><s_text>Sale of your home or other real estate</s_text><sep/><s_text>Moving expenses</s_text></s_node-4><sep/><s_text>Financial liabilities</s_text><s_node-4><s_text>Auto loans and leases</s_text><sep/><s_text>Student loan interest paid</s_text><sep/><s_text>Early withdrawal penalties on CDs and other time deposits</s_text><sep/><s_text>Personal property tax for car</s_text></s_node-4><sep/><s_text>Job</s_text><s_node-4><s_text>Job-hunting expenses</s_text><sep/><s_text>Job-related education expenses</s_text></s_node-4><sep/><s_text>Kids</s_text><s_node-4><s_text>Child care expenses</s_text><sep/><s_text>Alimony paid</s_text><sep/><s_text>Adoption expenses</s_text></s_node-4><sep/><s_text>Investment expenses</s_text><sep/><s_text>Medical Savings Accounts</s_text><sep/><s_text>Dues, subscriptions</s_text><sep/><s_text>Gifts to charity</s_text><sep/><s_text>Other expenses</s_text></s_node-3><sep/><s_text>Self-Employed</s_text><s_node-3><s_text>Schedule C</s_text><sep/><s_text>Other expenses (Statement 1)</s_text><sep/><s_text>Use database or finance program to track business income and expenses</s_text></s_node-3><sep/><s_text>Other expenses</s_text><s_node-3><s_text>Tax return preparation expenses and fees</s_text></s_node-3></s_node-2><sep/><s_text>Other notes</s_text><s_node-2><s_text>Accountant</s_text><sep/><s_text>To do</s_text></s_node-2><sep/><s_text>www.ConciseLerning.com</s_text></s_node-1></s_node-0></s_map>