Smarter Survey Results and Impact : Abandon the Asker-Puker Model ! Today's post comes from a source of deep pain . Analysis Ninjas are valued less than I would prefer for them to be . The post is also sourced from a recent edition of my newsletter , The Marketing – Analytics Intersect . I send it once a week , and it contains my insights and recommendations on those two topics . Like this blog , the newsletter is geared towards being instantly actionable ( rather than just theory-smart , which is pretty cool too ) . Do sign up if you want to deliver a small electric shock of simulation to your brain each week . TMAI # 41 covered a graph that resulted from a survey done by Econsultancy and Lynchpin . I received a ton of responses for it , and great discussion ensued . It prompted me to write this post , essentially an expanded version of TMAI # 41 . I 've added new insights , recommendations , and two bonus lessons on how to do surveys better and a direct challenge to your company's current analytics strategy . If your heart is weak , you can stop reading now . I promise , I wo n't mind one bit . I heart you . If you are open to being challenged ... then here are the short-stories inside this post ... Some of you know that I created the phrases Reporting Squirrels and Analysis Ninjas to emphasize the difference between those that puke data and those that puke insights with actions attached to them . Here is my slide the first time I presented the concept in a keynote ... Cute , right ? : ) While companies , medium and large , often need both roles , I 've massively pushed for every company to want more Analysis Ninjas and for analysts to have careers where they can rapidly undertake metamorphosis from Reporting Squirrels to Analysis Ninjas ( after all the difference in salary is tens of thousands of dollars ) . With that as context , you can imagine how heart-broken I was when Jane shared the following visual from a study done by Econsultancy and Lynchpin . It contains the answers to the question which analytics skills are most in demand ... Checkout the y-axis ... what do you see as the common pattern across them all ? Just data puking . One row after another of data puking skills . Ranked . Almost nothing that quite captures the value of Analysis Ninjas ! N. O. T. H. I. N. G. I did a random Google search and got this list of analytical skills : + Understanding relationships between numbers + Interpreting mathematical information + Visual perception of information + Ability to organize information + Pattern recognition and understanding trends + Argumentation and logical thinking + Ability to create insightful data visualizations + Hypothesis development and design of experimentation + Strategic thinking skills And , that is just a random list ! None of these are in demand ? Look at the list in the graph , what kind of purple squirrel with ant legs and an elephant's nose that nobody needs is Lynchpin describing ? This did not happen at Econsultancy , but the data did cause introspection at my end . And , my first question was the one that is also top of mind of all readers of Occam's Razor ... Is the world so dark that the only " analytical " skills that are valued are directly tied to data puking and you should immediately shut down your Analysis Ninja efforts ? Let me share three thoughts for your consideration , then some guidance on how to do surveys right , and end with a call to arms for all of you and the " data people " you choose to work with . Three thoughts that explain the Econsultancy / Lynchpin graph . 1 . The survey design is at fault . The otherwise well-respected Econsultancy and Lynchpin dropped the ball massively in creating the list of answers for the respondents to choose from . I have to admit , I believe this is a major flaw ( and not just for this question in the entire report ) . What is disappointing is that they have done this for nine years in a row ! It poses these questions ... How is it that in nine years no one at these organizations realized they were simply asking people to rank data puking answers ? Did the survey list the skills Econsultancy and Lynchpin hire for and value in their own analysts ? The graph illustrates data for three years ... Was the fact that almost nothing changed in three years in terms of priority not trigger a rethink of the options provided for this question ? Anyone reading the report at the two companies creating it should have thrown a red flag up and said hey guys , the respondents keep rating the answers the same , maybe we are not asking the right question or providing the best choices for our respondents to pick . More on how to avoid this flaw in your surveys , of any kind , below . 2 . The survey is targeted to the wrong folks . They might be the wrong folks to accurately judge what analytical skills and how to appreciate the value of each skill as they rank them . That could explain the results ( not the answer choices though ) . Econsultancy / Lynchpin provides this description in the report : " There were 960 respondents to our research request , which took the form of a global online survey fielded in May and June 2016 . Respondents included both in-house digital professionals and analysts ( 56 % ) and supply-side respondents , including agencies , consultants and vendors ( 44 % ) . " The survey was 76 % from the UK and EU . Respondents were solicited from each company's database as well as Social Media . Here is the distribution provided in the report : On paper it looks like the departments are to be what you would expect . It is difficult to ascribe any blame to the folks who got the survey . There is a chance that there is a UK and EU nuance here , but I do n't think so . 3 . It is our fault . My first instinct in these cases is to look into the mirror . Perhaps we have not succeeded as much as we should when it comes to show casing the value of true data analysis . Perhaps all the people involved in all digital analytics jobs / initiatives , inside and outside companies , are primarily data pukers , and none of them have skills to teach companies that there is such a thing as data analysis that is better . Then , you and I , and especially our friends in UK and EU , need to work harder to prove to companies that CDPs ( customized data pukes , my name for reporting ) do not add much value , the rain of data does not drive much action . You and I need to truly move to the IABI model were we send very little data , and what little we send out is sent with copious amounts of Insights from the data , what Actions leaders need to take , and the computation of the Business Impact . The more we deliver IABI , by using our copious analytical skills , the more the leaders will start to recognize what real analytical skills are and be able to separate between Reporting Squirrels and Analysis Ninjas . Bottom-line ... I would like to blame the competency at Econsultancy and Lynchpin , especially because I believe that truly , but I must take some responsibility on behalf of the Analysis Ninjas of the world . Perhaps we suck more than we would like to admit . I mean that sincerely . Bonus # 1 : Lessons from Econsultancy / Lynchpin Survey Strategy . There are a small clump of lessons from my practice in collecting qualitative feedback that came to fore in thinking about this particular survey . Let me share those with you , they cover challenges that surely the E + L team faced as they put this initiative together . If your survey has questions that cease to be relevant , should you ask them again for the sale of consistency as you have done this survey for nine years ? There is a huge amount of pressure for repeated surveys to keep the questions the same because Survey Data Providers love to show time trends – month over month , year over year . It might seem silly that you would keep asking a question when you know it is not relevant , but there is pressure . This is even worse when it comes to answer choices . Survey Creators love having stability and being able to show how things have changed , and they keep irrelevant / awful / dead answers around . If you are in this position ... You will be brave , you will be a warrior , you will be the lone against-the-tide-swimmer , and you will slay non-value-added stuff ruthlessly . You will burn for from the ashes shall rise glory . If you are the Big Boss of such an initiative , here is a simple incentive to create , especially for digital-anything surveys : Give your team a standard goal that 30 % of the survey questions for any survey repeated each year have to be eliminated and 10 % new ones added . Your permission will 1 . force your employees to think hard about what to keep and what to kill ( imagine that , thinking ! ) 2 . create a great and fun culture in your analytical ( or reporting : ( ) team and 3 . push them to know of the latest and greatest and include that in the survey . If I feel I have a collection of terrible choices , do you have a strategy for how I can identify that ? This does not work for all questions of course , but here is one of my favourite choice in cases where the questions relate to organizations , people skills , and other such elements . Take this as an example ... How do you know that this is a profoundly sub-optimal collection of choices to provide ? For anyone with even the remotest amount of relevant experience , subject matter expertise , it is easy to see these are crazy choices – essentially implying purple squirrels exist . But , how would you know ? Simple . Start writing down how many different roles are represented in the list . That is just what I did ... It turns out there are at least five roles in a normal company that would possess these skills . So . Is this a good collection of skills to list ? Without that relevant information ? If you still go ahead and ask this question , what are you patterning your audience to look for / understand ? Oh , and I am still not over that in looking for what analysis skills are missing in the company , no actual analytical skills are listed above ! Ok , maybe statistical modeling smells like an analytical skill . But , that 's as close as it gets . I share this simple strategy , identifying the number of different roles this represents , to help you illuminate you might have a sub-optimal collection of choices . There are many other strategies like this one for other question . Look for them ! If your survey respondents are not the ideal audience for a question , what 's your job when crafting the survey ? J. K. I. Just kill it . If you do n't want to kill it ... Personally interview a random sample of 50 people personally ( for a 1,000 people survey ) . Take 10 mins each . Ask primitive basic questions about their job , their actual real work ( not job title ) , and their approximate knowledge . If these 50 pass the sniff test , send the survey . Else , know that your survey stinks . JKI . I know that I am putting an onerous burden on the survey company , taking to 50 people even for 10 mins comes at a cost . It does . I am empathetic to it . Consider it the cost of not putting smelly stuff out into the world . If your survey respondents wo n't be able to answer a question perfectly , what is a great strategy for crafting questions ? Oh , oh , oh , I love this problem . It happens all the time . You as the survey creator do n't know what you are taking about , the audience does not quite know what they are talking about , but there is something you both want to know / say . Here 's the solution : Do n't do drop down answers or radio button answers ! The first couple times you do this , ask open ended questions . What analytical skills do you think you need in your company ? Let them type out in their own words what they want . Then find a relatively smart person with subject matter expertise , give them a good salary and a case of Red Bull , and ask them to categorize . It will be eye opening . The results will improve your understanding and now you 'll have a stronger assessment of what you are playing with , and the audience will not feel boxed in by your choices , instead tell you how they see the answers . ( Maybe , just maybe be , they 'll give you my list of analytical skills above ! ) Then run the survey for a couple years with the choices from above . In year four , go back to the open text strategy . Get new ideas . Get smarter . Rinse . Repeat . I would like to think I know all the answers in the world . Hubris . I use the strategy above to become knowledgeable about the facts on the ground and then use those facts ( on occasion complemented by one or two of my choices ) to run the survey . This rule is great for all kinds of surveys , always start with open-text . It is harder . But that is what being a brave warrior of knowledge is all about ! If your survey results cause your senior executives , or random folks on the web , to question them , what is the best response ? The instinct to close in an be defensive , to even counter-attack , is strong . As I 'm sure your mom's taught you : Resist . Truly listen . Understand the higher order bit . Evolve . Then let your smarter walk do the talking . Simple . Awfully hard to do . Still . Simple . Bonus # 2 : The Askers-Pukers Business Model . The biggest thing a report like Econsultancy / Lynchpin's suffers from is that this group of individuals , perhaps even both these companies , see their role in this initiative as Askers-Pukers . It is defined as : Let us go ask a 960 people we can find amongst our customers and on social media a series of questions , convert that into tables and graphs , and sell it to the world . Ask questions . Puke data . That is all there is in the report . Download the sample report if you do n't have a paid Econsultancy subscription . If you do n't want to use your email address , use this wonderful service : www.throwawaymail.com Even if you set aside the surveying methodology , the questions framing , the answer choices and all else , there is negative value from anything you get from Askers-Pukers , because the totality of the interpretation of the data is writing in text what the graphs / tables already show or extremely generic text . Negative value also because you are giving money for the report that is value-deficient , and you are investing time in reading it to try and figure out something valuable . You lose twice . Instead one would hope that Econsultancy , Lynchpin , the team you interact with from Google , your internal analytics team , any human you interact who has data sees their role as IABI providers ( Insights – Actions – Business Impact ) . This is the process IABI providers follow : Ask questions . Analyze it for why the trends in the data exist ( Insights ) . Identify what a company can / should do based on the why ( Actions ) . Then , have the courage , and the analytical chops , to predict how much the impact will be on the company's business if they do what was recommended . Insights . Actions . Business Impact . Perhaps the fatal flaw in my analysis above , my hope above , is that I expected Econsultancy and Lynchpin to be really good at business strategy , industry knowledge , on the ground understanding of patterns with their massive collection of clients . Hence , knowing what actually works . I expected them to be Analysts . Instead , they perhaps limit their skills inside the respective company to be Askers-Pukers . Both companies are doing extremely well financially , hence I do appreciate that Askers-Pukers model does work . But for you , and for me , and for anyone else you are paying a single cent for when it comes to data – either data reported from a survey , data reported from your digital analytics tool , data reported from other companies you work with like Facebook or Google or GE – demand IABI . Why . What . How Much . If they do n't have that , you are talking to the wrong people . Press the escape button , do n't press the submit order button . [ Is n't it ironic . Econsultancy and Lynchpin did exactly what their survey has shown for nine years is not working for companies in the UK : Reporting . The outcome for both of them is exactly the same as the outcome for the companies : Nothing valuable . This is explicitly demonstrated by their full report . ] Bottom-line . I hope you see that this one survey is not the point . E + L are not the point . What their work in this specific example ( and you should check other examples if you pay either company money ) illuminates is a common problem that is stifling our efforts in the analytics business . This applies to E + L but it applies even more to your internal analytics team , it applies extremely to the consultants you hire , it applies to anyone you are giving a single cent to when it comes to data . Do n't hire Askers-Pukers . Do n't repeat things for years without constantly stress-testing for reality . Do n't make compromises when you do surveys or mine Adobe for data . Do n't create pretty charts without seeing , really looking with your eyes , what is on the chart and thinking about what it really represents . Applied to your own job inside any company , using Google Analytics or Adobe or iPerceptions or Compete or any other tool ... do n't be an Asker-Puker yourself . Be an IABI provider . That is where the money is . That is where the love is . That is where the glory is . Carpe Diem ! As always , it is your turn now . Is your company hiring Reporting Squirrels or Analysis Ninjas ? Why ? Is the work you are doing at your company / agency / consulting entity / survey data provider , truly Analysis Ninja work ? If not , why is it that it remains an Asker-Puker role ? Are there skills you 've developed in your career to shift to the person whose business is why , what , how much ? Lastly , when you do surveys , of the type above or others , are there favourite strategies you deploy to get a stronger signal rather than just strong noise ? Please share your life lessons from the front lines , critique , praise , fun-facts and valuable guidance for me and other readers via comments . Thank you . Merci . Arigato . PS : I hope this post illuminates the valuable content The Marketing – Analytics Intersect shares each week , sign up here . Comments Just this second your newsletter ended up in my inbox and I had to comment on it . Askers-pukers model is really one of the greatest things I 've read recently . I was just in discussion how I hate the skyscraper content method that led to all those " 10 things you need to .. " , " 15 things you need to .. " , " 20 things .... " you know .. and then this came in . Because I hate these " Empirically looking nonsense reports " just as much . The best thing is the hidden irony between dealing with Analytic Skills whilst showing not even a hint of it themselves . Asker puked model is interesting .. first time ever heard of it . Kidding . While the name is new , we are surrounded by Analysts and Agencies who practice this model . As they realize that revenue is not in this model for them or their clients hopefully they will take your advice to morph into IABI providers . Avinash – I read this , then read it again . I did n't know whether to laugh or cry . Thank you for not only pointing out some of the weaknesses but also suggesting some positive things to improve matters . These are the real learnings for me . Keep em coming . We have to remember that every generation is being exposed to exponentially more data and the tools to assist in understanding lag . More important we do n't teach this kind of critical thinking to nearly enough people . We are still very early in a huge journey and much like DTP was in the 1980s you can use good tools and produce bad work . It takes time to develop the appreciation of how to make a difference with all this new data . Peter : I concur with you about the speed and quantity of change that is happening . It is a bit crazy . I hope this is taken by vendors , consultants , and internal Analysis Ninjas as a call to arms to invest regularly in self-development . It is so very easy in this industry to become stale . It use to take 20 years , it takes less than 2 now . This is 100 % true . But I was wondering : is it possible that the very structure of businesses cause the phenomenon of data puking ? I mean , assuming that most people are actively seeking promotions , the only way for them to prove their points and to elevate in the hierarchy is to generate reports validating their hypotheses and proving that they were right in the first place . I would suggest that such a bias does not lead to greater insights , but to data pukes , as you described so well . Benoit : Yes , the way modern orgs function they do incentivize lots of data puking . There is a mistaken belief that just access to data is enough to make smarter decisions . No , what you are describing as requirement for promotions is analysis , and analysis is good . Sadly , though most of the time people just get loads of data , due to lack of skills or training they are unable to convert that data into analysis which results in fewer promotions . I continue to be amazed at your ability to identify structural gaps in thinking from just one slide . One element that might be unique to you is that you get outraged when you see bad things , while most people rarely are passionate enough to give it a second glance . That is a lesson I 'll take with me from your post . Continue to point out these issues and push the industry forward . You wrote a lot to make a simple point . The survey was extremely poorly done with little thought to the audience and topic being measured . Tracking surveys makes sense when the kpi 's being measured are in fact consistent ( e.g. , brand awareness ) . The Researchers failed to recognize the skills of an ' analyst ' are not consistent over time or universal across industries and geography . But the point that people need to think crtically about what analysts do or should do within their organization is well taken . On survey strategies , there have been many a good book written on the subject of ( marketing ) research surveys that hardly need a rehash here . Avinash , thanks for the article . I think business is evolving . I think organizations are at the beginning of the journey on how to use the data they emit . I appreciate the inspiration . Thanks for putting your thoughts and feedback into the public domain – I could definitely feel my ears privately burning on the edge of the Marketing – Analytics Intersect last week ! We do put our Lynchpin name to this survey – by way of sponsorship rather than overall authorship I should emphasise – which makes us absolutely open to challenge by association . For the avoidance of doubt ( and rumour of unloved / unwanted weird squirrel / elephant / ant hybrids occupying Lynchpin towers ) I definitely agree that companies should seek out analysts with fundamental traits around numeracy , pattern recognition , communication , commercial awareness , hypothesis development , strategic thinking and so on . In blunt terms , I think the idea of your world view being substantially different to that presented in the survey report and / or the industry reality is perhaps overstated . You cite IABA as the model to aspire to ( " Be an IABI provider . That is where the money is . That is where the love is . That is where the glory is . " ) . I 'm certainly not disagreeing with that aspiration , but I 'd simply call IABA as you describe it " good reporting " . OK , really good reporting , fantastically tailored to the audience in terms of granularity and context and so on . But still , ultimately , the end product is : a report . So I can agree that bad reports = data puking and good reports = insight puking . Maybe less puking would be good overall . But I 'm not sure the reporting squirrel ( " loser " ? ) / analytics ninja ( " winner " ? ) differentiation is always a helpful reference point from an organisational perspective or a career development plan . We had an interesting panel discussion when the survey was first published ( with people that run internal analytics teams for large companies on the panel , not a bunch of consultants ) , and a lot of the discussion focused around how information is communicated around the organisation and carefully managing the interactions with stakeholders involved to drive success . I appreciate stakeholder management is a fairly corporate / bullshit term , but it 's far from " data puking " and increasingly what I hear VP's ( or UK equivalent ) seeking in their analytics teams . I like your " sniff test " analogy . I promise you those phrases in the offensive graphs would not be in the survey if we were n't hearing them consistently from people that hold budgets describing what they think they need from their analytics functions . You rightly classify them into multiple roles . We were deliberately looking to show the breadth of expectation set upon " analytics teams " and " analyst roles " by businesses ( please fix the TMS , please present to the board , please predict our sales for next year , please tell us something useful / interesting about our customers , please help us understand what our objectives are ) rather than suggesting a one person frankenstein monster exists . That said , 3 years ago statistical modelling was the least recognised skill-gap . Now it is the most recognised . I think that 's perhaps still relevant as a trend for budding squirrels on this exciting intersection to understand . There is a lot more in your comment and you have absolutely carried me with you with other things you mention . I am deeply grateful for the food for thought you 've provided . I 'll humbly push back on the idea that IABI is reporting . It is not . Reporting it producing a report or a chart – a clever one , a pretty one , a necessary one ( in most modern corporations , there is no escape from reporting ) . My definition of insights , and the thing that my students are learning at Market Motive and the thing that my large team at my employer uses , is why the thing that you see in the chart / table happened . A mix of deep dive analysis and business analysis . My definition of actions are the things that a client should do . A mix of business strategy and competitive analysis . The output is words in English ( or Urdu or Hebrew or Mandarin ) . My definition of business impact is how much a brand or performance KPI will move if aforementioned action is accomplished . The output is one number , mentioned next to each line of English / Urdu . 75 % of the above is not reporting , neither will it come from your Google Analytics account , your Micro-Strategy BI tool account etc. etc. It comes from a human's ability to dig and understand business strategy and relationships with Sr. Leaders . I think of that as output of analysis : IABI . No reporting I have ever seen has ever had the three elements above . At it 's very best , as you also saw in the Econsultancy report , " really good reporting " repeats in text what the report ( CDP ) shows . I hope I can carry you with me in the difference between reporting and analysis . Hi Avinash , I am really happy that you wrote a post about this issue . You are a true crusader . we owe you a lot . One confession to make – I get all your new posts through email . Basically , I do n't read the whole post at that time . I come back later when I have some quite time . For my visit to not considered as bounced , I just click on any link before leaving the site : ) . I know 1 visit with bounce is n't going to change anything but I just do n't want to disappoint you . I really feel bad and week for doing this . But I also think that It is my love and respect to you and all the hard work you put into Occam's Razor that I ca n't possibly disappoint you . And one more thing , waiting very patiently for your next book " Web analytics 3.0 " . Bhola : You are kind , but you should not worry about Bounce Rate for this blog . I use the strategy I recommend everyone follow ... I only measure Bounce Rate for New Visitors . For Returning , I know that most will read the latest post , and that is ok ! I do love it when they share their experience via comments , it helps everyone . So , thank you . In fact you should not be worried about bounce rate for new visitors too . Your articles are so thought-provoking , and also lengthy , that often users would take time to read and digest it . Maybe you should just look at conversion of new visitors into returning , and ensure that the " tl ; dr " audience is less . This reflects what I see in the marketplace . Businesses want outcomes but hire staff based on outputs . Econsultancy's list looks like an employment posting , just a long list of outputs . As long as the squirrels are managed by people that know the outcomes they 're after , is there a problem ? Greg : This is a real problem , as in it is real and it is a problem ! Part of the responsibility falls on the current leadership at companies ( in pretty much any country ) that do not truly value digital , and in turn have lax management of it relying on their gut or sub-optimal metrics . This sounds lame , it is 2016 after all . But , it is sadly true . Now you know where those job descriptions come from . Part of the responsibility , as I mentioned in # 3 in this post , falls on us , the data people . We spend so much time gathering data , conflate sexier javascript tags with accomplishment , and only have time left over to data puke . We have to change this , else the job descriptions wo n't change . We found that when trying to identify issues or areas of concerns , we wrote queries to identify the Top 25 Negative Noun Tokens in Sentences and include the related sentences after Natural Language Processing . We then grouped those sentences for tagging in an interactive tree ( tree of sentences ) . We were able to identify the top issues affecting consumers , very quickly ; because of the refined sample size ( Top 25 Tokens ) . We would repeat this effort with each week of new data ... slowly becoming the knowledge experts in the source domain . As the unique issues started to dry up we instituted a dynamic filtering system where every keyword in a sentence became a filter . We could shuffle the results with each click , spinning the results . We also implemented the ability to combine those keywords and flip them for even more complex dynamic filters . And then we also started an automatic favourite keyword identification system so that on subsequent weeks of results , I knew which keywords / favs were able to pull back the targeted results we were after . So for those looking to find the top negative issues , this may be a plan of attack in the identification of issues , something you could include in your own system or check out text-analyzer.com to see this in action . Hope this helps someone when the uniqueness in the results seems to dry up . Very thought-provoking ! The reporting vs. analysis issue clearly stands out as THE challenge at the company I work at , in terms of data use . The current trends of " big data " and " lean analytics " make this old issue very poignant . I wonder about your push for metamorphosing squirrels into ninjas . Is that a natural progression ? Is it the only progression ? The best progression ? You note the importance of posing the right questions the right way with the right people in survey development . Asking open-ended questions to develop the right survey response selections is just one example that highlights the importance of developing good tactical approaches when developing data . You nicely tie in the importance of strategic analysis – the ' why ' question in IABI , which provides fodder for hypothesis development in Lean Analytics . This is a call for thinking about analytics as an expression of human behavior , motivation , and thinking . Changing human behavior is the implicit outcome of all the data analysis , and I like how you draw these connections . I 'm a user experience researcher with a background in experimental psychology . I ca n't help but wonder if a reverse transition , from understanding human behavior into data analytics , could also work , and perhaps provide an even easier metamorphosis . If we place Analysis Ninja at the top of the value pyramid , then it will require a person who has one foot firmly planted in both data and human behavior . Michael : There are a lot of wonderful elements to your comment , thank you for sharing your thoughts . Let me touch on a couple . There is a difference between small and big companies . Small companies need someone as close to an Analysis Ninja as possible , and it would be great if the person can also operate machinery and do marketing . Small companies ca n't afford a lot . : ) Reporting Squirrels at small companies are actively harmful , not only can they drive little change , an investment in them might have an expensive opportunity cost . In big companies , you will , for the next five years or so , need Reporting Squirrels and Analysis Ninjas . Part of the need for Reporting Squirrels is being driven by the fact that big companies simply can not do without the silly charade of data being puked left , right and center . Part of it is that there are some orgs where super-tactical decisions can be made by people in the division , and they just need CDPs more efficiently delivered . More companies are realizing they need Analysis Ninajs because efficient , real-time CDPs are simply not working . From Reporting Squirrel to an Analysis Ninja is not a natural progression . It happens 20 % of the time , but analytical skills are so different than what reporting jobs mandate . It is important to note that Reporting Squirrel is a well paid job , and for many they like the comfort of what the job demands are . Hence , it is a fabulous job if it fits your personality profile , skills and professional goals . To your note on users ... I believe , most especially for digital , we have access to so much quant and qual human behavior data , skills in User Experience Research ( UCD , HCI etc. ) would be immensely valuable to an Analysis Ninja . A lot of market-researchers do not have much appreciation for customer behavior methods , and they end up becoming askers-pukers . A smart marketer at times may not even need too much data , but just some intelligent customer behavior analysis methods and hypotheses to come up insights that will win the game for her .


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A region in a system , of uniform or uniformly varying properties , bounded by a surface , where properties change abruptly . A substance in a system , produced by any equilibrium reaction in that system . A physical property of a system , which can be observed or measured . Any of the chemical substances in a system . The solid , liquid or gaseous part of a system . Any process such as boiling , evaporation , condensation , freezing , melting etc. 2 The number of components of a system is : The minimum number of chemical substances necessary to define the composition of all parts of the system . The number of substances in a system , produced by any equilibrium reaction in that system . The number of chemical substances in a system . The number of intensive physical properties of a system which can be measured The number of processes such as boiling , evaporation , condensation , freezing , melting etc. occurring in a system . The number of solid , liquid or gaseous parts of a system .


Hi , I 've been bisexual for ... at least since I was 11 , although I did n't realise at the time . As time went by I started to realise what I really was . At first I was scared but then I came to realise that it did n't really single me out or make me that much different from everyone else . I came out in 2005 , a day after my birthday ( so my mum could n't shout at me : P ) and at first she could n't look me in the eye but then got used to the idea and now she is fine with it . My closest two friends know as well , one of whom is bi himself , and they are both fine with it too . I 've not made it public because I go to a chav school and will get verbally abused lol . When I go to college I probably will though .


The man found himself surrounded by total darkness , as if one moment he saw light , blinked , and it was gone . " Am I blind ! " he cried . He rubbed his eyes . He could not feel anything . He tried rubbing them again . Nothing . " Is anyone there ? " he shouted . He repeated himself , though this time he noticed that he could not hear his own voice . He could not even feel the vibrations in his throat or his lips moving . He only knew that he had willed the words only moments before . However , between then and now an eternity existed between his thoughts and their execution . His lips began to quiver , or , rather , the thought of his lips quivering sprang from the wellsprings of imagination . " Am I deaf ? " " Why ca n't I feel vibrations in my throat ? " " Am I drugged ? " " Am I in a coma ? " " Am I dead ? " " Is this hell ? " He slowly stretched out one hand , palm facing out . He waved it and did the same with the other . He began making large circles with his arms as he swept round his perimeter . He felt nothing . He stomped down , hoping to feel earth , wooden planks , carpet , cement , water , anything , so that he could get some bearing as to where he was . He felt nothing . At the same time , he noticed that he could not feel his limbs or movements therewith . " Am I paralyzed ? " He cried out in utter silence all the while the words banged around inside the confines of his mind , becoming louder and louder as words clawed over one another , vying for existence . " Am I suspended in the air ? " He cupped his hands and clapped at his shoulders . He could not feel anything . He could not even feel his shoulders or the tightening of his hands or finger movement . Only the memory of the thought of moving his limbs existed . He even began doubting whether his memory was of a thought or of an action . " If I remember doing it , I must have done it , right ? " he thought . " Or did I only think about doing it ? Oh God , why ca n't I tell the difference ? " " Am I crazy ? What if the memory itself is an illusion ? Perhaps , there was no action and no idea of the action . The memory is a total fabrication . Reality could reset every moment without my knowing it . There ca n't be time then . I ca n't have a past ! How can I exist outside of time ! " He pondered an eternity . " If I do n't have eyes , ears , a body , whose voice is this talking ? Are these my words or is someone or something feeding me these ? Who or what is observing my thoughts ? Is there anyone there ? Oh God , is there anyone there ? Can anyone see me ? Can you hear me ? Is anyone there ... " Panic set in again for the infinite time . He began flailing his arms and legs about , as if he were treading water in the middle of the ocean and had but only one last surge of energy before collapsing and sinking again into the abyss .


Five British National Party ( BNP ) " activists " have been arrested and bailed on suspicion of committing public order offences in Swansea . Police said the men were taken into custody at 1117 BST on Sunday in the Bonymaen area of the city . The BNP's website described the men as a " leafleting team " that was " lawfully campaigning " in Swansea . A spokesman for South Wales Police said they had been released on police bail pending further inquiries .


Landslide ' buried woman as she slept ' in Looe A neighbour of a woman who died when a landslide engulfed her home , has told an inquest he had to clamber over a torrent of mud and water to escape . Susan Norman , 68 , died in March 2013 when the landslide , during torrential rain , poured into her flat in Looe , Cornwall , burying her in her bed . A post-mortem report read to the jury at Truro Magistrates' Court said Mrs Norman died immediately . The inquest is expected to last until 24 November . More on the landslide inquest and other news from Cornwall Mrs Norman lived in the ground-floor flat of a house split into three apartments . It was built into the hillside with a retaining wall behind the property . The jury also heard building work had taken place to the rear of the property before the incident . Dwayne Bown , who was asleep in one of the first floor flats , said he initially thought a tree behind the house had fallen down before the house jolted and the ground dropped in front of him . " I then saw mud and water coming down into the landing as I was trying to get out ; the entrance was blocked completely and I had to climb over dirt and water and mud to get out , " he said . In the weeks before the landslide , the court heard a bulge had formed in the wall behind the house . Rowan Beckingham , who lived in the other first-floor flat , said in the days prior to the landslide the landlady had told him she was commissioning repairs to the wall to the rear of the property . He said he had subsequently witnessed builders " digging a hole in the cliff behind the house and pumping concrete into it " .


The DLR successfuly deployed a 20m2 sail structure in December of 1999 , a ground-based demonstrator that consisted of four booms made of carbon fiber reinforced plastic . In August of 2000 , DLR proposed a dedicated mission to explore near-Earth asteroids ( NEAs ) using a solar sail-driven spacecraft called ENEAS . The mission concept was to rendezvous with an object called 1996FG3 with a payload ( not counting the sail assembly ) of 75kg . Such proposals run into financial difficulties familiar to anyone who recalls NASA's early solar sail work for a Halley's Comet mission that never flew . Tight budgets have kept ambitious sail missions on the ground both within ESA and NASA , but concepts continue to multiply . A new paper by Bernd Dachwald and Wolfgang Seboldt at DLR proposes a mission called ENEAS-SR , a 70m2 sail designed to return a sample from NEA 1996FG3 within ten years of launch , carrying a 300 kg payload including lander and sample return capsule . Why , other than to shake out a new technology , should we go to a near-Earth asteroid ? In addition to pure science , NEAs are significant because they are probably fragments of main belt asteroids , and therefore representative of them . The larger class that contains them is the group called NEOs , those asteroids and comets with orbits that intersect or pass near the Earth's orbit . We need , say Dachwald and Seboldt , to know much more about them . From the paper : It is today widely accepted that NEO impacts have caused at least one mass extinction ( 65 million years ago at the Cretaceous / Tertiary boundary ) , and they are suspected to have caused several global catastrophes before . Even NEOs that do not intersect the orbit of Earth may evolve into Earth-crossers , because their orbits are chaotic , having a relatively short dynamical lifetime of about 107 years . One day , it will become necessary to prevent a specific object from impacting the Earth by nudging it out of its orbit . To be able to do this , the bulk properties of NEOs ( material strengths , composition , structure , moments of inertia , etc. ) should be determined as soon as possible . Solar sails seem ideal for this purpose . Once at NEA 1996FG3 , the sail-driven craft can take advantage of its sail in novel ways . Even close in to such a small object , the solar radiation pressure on the sail would exceed the asteroid's gravitational pull ; the spacecraft would therefore be placed into a hovering position in the hemisphere opposite the Sun ( the sail can be turned to vary the photon pressure upon it , making this possible ) . Although ultimately unstable , these hovering positions could be maintained for extended periods of time , long enough for the release of the lander and its Earth return capsule . Dachwald and Seboldt go on to envision an even more sophisticated triple NEA rendezvous mission with a 75kg payload and speculate on the properties of sails up to 140m2 in size . Missions like these make outstanding sense – they take us to objects like NEOs with highly inclined orbits , the kind of target difficult to reach with conventional spacecraft , and they allow us to develop space experience with lightweight structures for future propulsion systems . The paper is " Multiple near-Earth asteroid rendezvous and sample return using first generation solar sailcraft , " in Acta Astronautica 57 ( 2005 ) , pp. 865-875 . If we find et we can transmit the technology for beamed power propulsion to them , and then both civilizations can build the the interstellar equivelent of the train and the rail road on rails of light . tim


It takes less than a minute to create your own iGoogle homepage , and after that , there are lots of ways to personalize it and really make it your own . 1 . Create your page On the Google homepage , click the gear icon and select iGoogle . If this is the first time you 're using iGoogle , you 'll see the setup wizard called " Create your own homepage in under 30 seconds . " Choose some interests , a theme , and a location to get started ( you can add more later ) . Click See your page to create your iGoogle homepage . Use the gear icon to switch between your new iGoogle page and the standard Google homepage called " Classic Home . " You can choose whether or not to sign in to a Google Account when using iGoogle . Learn about the benefits of signing in , including increased privacy and more flexibility in where you can access your iGoogle page . 2 . Add more gadgets to your page Gadgets let you use tools , read info , and play games from all across the Web . Here 's how to add a gadget to your page : Click Add gadgets on the right side of the iGoogle page . Gadgets are organized into categories on the left , or you can search on the right . Once you find a gadget you 'd like to add , click Add it now . Click Back to iGoogle home at the upper left side of the page to get back to your page . You can arrange gadgets by dragging and dropping them on the page ( or between tabs ) . Edit your gadgets' settings by clicking the down-arrow in the title bar and choosing Edit settings . 3 . Organize your gadgets into tabs All iGoogle pages start out with a Home tab on the left side of the page . If you have n ' t added any new tabs , all your gadgets will appear on your Home tab . To add a new tab , follow these steps . Click the downward arrow to the right of your Home tab Select Add a tab . Name the new tab . As you type , you 'll see suggestions for naming your tab , based on names that other users have chosen . Keep the ' I 'm feeling lucky ' box selected , and we 'll automatically add gadgets based on the name of your tab . Click OK . Finally , if you like , you can add a theme to each of your tabs . Watch a video about personalizing your iGoogle page .


Within the UK , Scotland has unique access legislation , with a right of responsible access to almost all land and inland water , as defined in the Land Reform ( Scotland ) Act 2003 . This includes woodland . There is an access code that helps define access rights for users and land managers , all explained in detail on the outdoor access web site . However although people have a right of responsible access to all woodland areas in Scotland this does not mean that there will be an obvious entrance , paths or other access facilities available nor that the woodland condition and environment will make people feel welcome . For this reason the Woodland Trust Scotland and Forestry Commission Scotland have formed an agreed definition of accessible woodland for the Scottish context . Accessible woodland is defined as woods having at least : An entrance , a useable path , track or forest road as well as access that is welcoming . Please consider this when sending in your information


Due to expansive growth over the past few years , IAE has invested significantly in new technologies to improve manufacturing processes and decrease lead times to our customers . A large part of this investment has been within our Planning and Design department , who have been traditionally designing using standard 2D CAD technology . We have recently implemented a 3D CAD product called SolidWorks . IAE selected SolidWorks mechanical design software because of its ease of use , large assembly performance , design tables , configurations , powerful modelling tools and automated BOM generation capabilities . By deploying SolidWorks , IAE Limited has reduced its design cycles , streamlined development , and improved product visualization and communication to our customers . Using SolidWorks has allowed us to meet our customers' demands quickly and easily .


Leatherman Micra Stainless Spring-action scissors and personal care features that fit on your key chain are just part of what make the Micra truly unique . Ten useful tools are packed into this tiny classic Leatherman , making it a favorite allover the world . We 've improved the durability on our colored finishes and added a variety of colors to choose from . Covered by our 25-year warranty . The Micra provides unmatched convenience with the precision and durability of a genuine Leatherman . Supplied with sheath .


Arguably the richest source of information in biomedicine is the biomedical literature . We are developing methods to extract this information , using approaches that automatically extract words and phases from documents , and combine them with sequence , structural and other experimental data to predict such features as protein-protein interactions , protein subcellular location and other features of protein / gene function . Manchester hosts , and several of our informatics groups are involved in , the National Centre for Text-Mining . We are also exploiting ontologies to construct integrated bioinformatics analyses over disparate , heterogeneous information sources , as well as applying description logic approaches to a variety of data-capture issues in biology .


Welcome to the Goal . com 50 ! In this special series , Goal . com editors worldwide vote for the top 50 players of 2010-11 . We count down to the announcement of the winner on August 22 with profiles of each and every player who made it into the top 50 ... Do n't Miss Goal . com 50 : Xavi ( 3 ) Goal . com 50 : Andres Iniesta ( 4 ) Goal . com 50 : Radamel Falcao ( 5 ) Goal . com 50 : Nemanja Vidic ( 6 ) On Wednesday night , Lionel Messi produced one of the finest individual performances seen on a football field in recent memory . Two fantastic goals and one quite wonderful assist swung a captivating Clasico against Real Madrid in Barcelona's favour . And yet , after the game , nobody was talking about the Argentine forward . There were other talking points , of course . There was Marcelo's foul on Cesc Fabregas , Jose Mourinho poking Barca assistant coach Tito Vilanova in the eye , David Villa's slap on Mesut Ozil and a whole host of other ill-tempered incidents , not to mention an epic encounter between two superb sides . Nevertheless , Messi's masterclass had been the difference between a magnificent Madrid and a Barca team struggling to keep the pace with their biggest rivals . Having netted a vital goal in the first leg at the Santiago Bernabeu , Leo won the return almost single-handedly . It was a performance worthy of acclaim and accolades aplenty , of extreme eulogy . Quite simply , though , there is now little left to say about Messi's magic and marvel . As Pep Guardiola has oft opined : " We are running out of words to describe Leo . " Indeed , decisive displays have become the norm when it comes to this exceptional young man ; peerless performances are not only hoped for by Barcelona players and their fans , but expected . " There are no words to describe Messi . You have to see it - it is something you can not describe because you have to see it to believe it . " - Barcelona boss Pep Guardiola The Camp Nou crowds have become accustomed to special stars . Diego Maradona , Johan Cruyff , Ronaldo , Rivaldo and Romario have all graced the turf at Barca's famous old stadium . But none have done so quite as brilliantly – or consistently – as Messi . The new season has barely begun and Leo already has three goals in two games , having only just returned from his holidays – and a disappointing Copa America campaign with Argentina – ahead of the Supercopa's first leg in Madrid . Last term , he hit 53 in just 55 games , racking up an incredible 24 assists along the way . MOMENT OF THE SEASON CHAMPIONS LEAGUE SEMI-FINAL L1 REAL MADRID 0-2 BARCELONA Just as he did in last week's Spanish Supercopa , Messi proved the difference between Barca and Madrid as he decided this tie with a brilliant brace at the Bernabeu , including a stunning second which saw him beat no less than four Real players on a trademark slalom run towards goal and angled finish past Iker Casillas . Messi missed out as Barca began the 2010-11 campaign with a 3-1 defeat in the first leg of the Supercopa in Seville , having been away on international duty earlier in the week . Back for the Camp Nou clash , however , the Argentine blew away the Andalusians with a brilliant hat-trick to ensure Barca started the season as they have become accostumed of late – by winning trophies . Leo then took just three minutes to make his mark in La Liga , netting his side 's first of the campaign in a 3-0 win at Racing Santander . Be it Supercopa , Liga , Copa del Rey or Champions League , Messi made his mark . A brilliant brace against Panathinaikos was accompanied by two assists and the Argentine came within a whisker of his hat-trick , rattling the woodwork on two occasions . A treble did come in a 5-0 thrashing of Betis in the Copa del Rey , though , while another arrived in the historic 8-0 humiliation of Almeria . Those were part of the forward's most prolific scoring run as he netted in nine consecutive games . He was unable to make it a perfect 10 in his side's next fixture , but will hardly have cared as the Catalans trounced Real Madrid 5-0 . In that match , Messi demonstrated to the watching world just how much of a complete player he has become . There were no goals , nor mazy runs , but two glorious assists for Villa and a breathtaking display of pressure and passing to inflict upon Mourinho his worst ever result as coach . The goals continued to fly in after that , with two more at Osasuna and another brace against Real Sociedad , capping a sensational 2010 as he beat off team-mates Andres Iniesta and Xavi to the Fifa Ballon d ' Or. But he would be even more decisive in 2011 . When Barca were in need of inspiration , there was Messi to provide it . Two goals , including a sensational strike to open the scoring , saw the Catalan club overcome a 2-1 first-leg deficit in the last 16 of the Champions League against Arsenal , while a hat-trick against Atletico Madrid saw the Catalans achieve a 16th successive victory , breaking a record held by Alfredo Di Stefano's brilliant Real side of the 1960s . He also bagged the only goal of the game in a vital league win at Valencia and surpassed his previous mark of 47 goals – which he had tied with Ronaldo the season before – with another strike in the Champions League quarter-final against Shakhtar Donetsk . The best , however , was yet to come . After the disappointment of losing the final of the Copa del Rey to Madrid , Messi soon erased the pain with both goals – including a stunning second – as Guardiola's side erased memories of that defeat with a 2-0 win at the Santiago Bernabeu , which sealed their passage - following a 1-1 draw at Camp Nou in the second leg - to the European showpiece against Manchester United at Wembley . " While Ronaldo remains selfish at times , Leo's decision-making is impeccable ; he knows when to shoot , when to pass and even when to return , conserving his energies for quick , intuitive bursts and sprints . The results are often devastasting . " For the second time in three years , Barca and United squared up in the final . And Messi , who had converted with a superb header in a 2-0 win in 2009 , beat Edwin Van der Sar this time with a thunderous left-footed drive which gave the Dutch keeper no time to react on its way in from outside the box . It turned out to be the game-winning goal and was a fitting end to a fairytale season for Barca's talisman . His 53 strikes saw him tied with Cristiano Ronaldo at the end of the campaign , but while both players were lauded for their sensational scoring form , Messi's were more often decisive . The Argentine's assist total also shows he provided more than the Portuguese . While Ronaldo remains selfish at times , Leo's decision-making is impeccable ; he knows when to shoot , when to pass and even when to run , conserving his energies for quick , intuitive bursts and sprints . The results are often devastating : Lionel Andres Messi is the best player in the world's best team , still the finest footballer on the planet and our overwhelming choice as Goal . com's prime performer from the last 12 months . With few adjectives left to describe his talents , perhaps the title of the Tina Turner track that blasts out of the tannoys before Barca's matches at Camp Nou is all that is required . Goal . com 50's worthy winner , Lionel Messi : Simply The Best .


We have established a standard of quality for our products and services , primarily to achieve a level of performance , that will protect and enhance our reputation within the industries we serve and enable us to satisfy the ever more stringent demands and requirements of our customers , together with any applicable specification , national or international standard whilst supporting the financial needs of our business . To ensure that those requirements are met , it is the policy of Hill Engineering to emphasise quality awareness and assurance in all aspects of company activities . We aim to achieve , · A profitable , sustainable and growing business , through the satisfaction of our customer needs · Without error , on time and every time · Establishing an environment in which the commitment of all individuals to achieve the desired excellence is not only expected , but encouraged and recognised . · Close liaisons with all suppliers to ensure that only raw materials and products , which fully conform to requirements are available to our customers · Encouragement of those suppliers to join with us in a commitment to a zero defect environment , both in terms of product and service quality . · Close liaisons with all our customers to ensure the growth of customer satisfaction and the gaining of new markets for our expertise . To support this policy , a fully documented system to control the services and operations is integral within the company structure . This system also addresses the requirements of BSEN ISO 9002 [ 1994 ] and provides assurance to our customers that all contract review , production , assembly , inspection and test procedures conform to specified standards and that materials , components or services supplied , conform to the requirements of the contract . We recognise that all heads of departments and employees have an input to and responsibility for the quality and performance of our products . Therefore training and employee development , hold a position of high importance within the company for all aspects of our activities . Where necessary , the services of suitably qualified third party personnel will be engaged , to assist in the achievement of the required quality standards . The documented system and procedures are also periodically reviewed for their effectiveness and updated as required . Other procedures and working practices that strengthen the total quality assurance programme shall also be reviewed and be subject to amendment as required . Finally , our continual endeavour is to forge closer links with our customers and provide full assurance in the achievement of customer satisfaction in all contractual situations .


The 2nd one-day International Conference on Business Performance & CSR - SUBMISSION OF PAPERS Wednesday 22nd June 2005 National Liberal Club London , UK Organised by The International Research Group for Business Performance and Corporate Responsibility Papers should be sent electronically . Please note the following conditions for acceptance of your paper . Papers must NOT be published elsewhere . At least one author of the paper must register for the conference and present the paper . Papers in which no author attends the conference will be excluded from the final proceedings . All submissions should be sent as Microsoft Word documents and MUST fulfil guidelines shown below . Abstracts Abstracts should be concise and consist of no more than 250 words . The abstract should include the front page -- see details below - and should be submitted to Denise Arden , Conference Co-ordinator , by email at d . a rden @ mdx . a c . u k by Monday 18th April 2005 Full Paper The full paper ( s ) submitted MUST be between 10-20 A4 pages and submission process will be stated here at a later date . The full paper includes all diagrams , appendices and reference list . It must follow the page set-up stated below . The paper must include your original abstract -- see above - which will be displayed on the conference web pages after acceptance for informational purposes . Note that practitioner papers WILL NOT be subject to double blind review UNLESS authors indicate that they would like their papers to be considered for a special edition of one of the journals associated with the conference . Front Page All abstracts and full papers must come with a front page that includes the title , and will be the ONLY part of the paper that includes : The title of paper Author name ( s ) Author affiliations Postal address E-mail address Telephone number ( including country code ) Fax number ( including country code ) Up to five key words Page Set-Up of all papers All papers must be presented as A4 documents with margins as follows : Top : 2 . 54cm , Bottom : 2 . 54cm , Left : 3 . 17cm , Right : 3 . 17cm ) . The main text font must be 12 point Times New Roman . Other sizes all Times New Roman : Headings The following format should be used for headings : Title Bold 22 point centred uppercase Level 1 Bold 14 point left-justified uppercase numbered 1 to 10 Level 2 Bold 12 point left justified no numbering Level 3 Italic 10 point left justified no numbering Figures and Tables Embedded in text Centred Numbered either Fig. 1 or Table 1 Font 12 point Bold Centred at base of Figure / Table References Contributors should use the Harvard referencing system : Journal Paper : Author ( s ) ( Year ) Title Journal Volume ( Issue ) Page Numbers Book : Author ( s ) ( Year ) Title Publisher Place Edition Important Dates & Deadlines Submission of Abstracts Monday 18th April 2005 Review Decisions by Friday 15th April 2005 Submission of Full Paper by Monday 23 May 2005 The conference website http://mubs.mdx.ac.uk/bpcsr05 will be updated on a regular basis . Details on the conference agenda will appear here when confirmed . Further information can be obtained from : Denise Arden Middlesex University Business School Telephone : 44 ( 0 ) 20 8880 4222


Social Media Marketing You might have many doubts about loan modifications and how they 're able to enable you to prevent foreclosure . Loan modifications happen to be throughout the media of late . Barack obama has gone by significant , traditional legislation providing house owners much more entry to loan modifications ; the actual California legislature has additionally handed down legislation selling loan modifications . Here are a few concerns and several solutions regarding loan modifications : Q : What is a loan change ? A new : A new loan change is definitely an contract from your lender along with a debtor to change the first relation to any loan to help make obligations more affordable . Regarding house owners , any California loan change can be quite a method to live in their residence . A new loan change law firm is usually a significant resource when attemping to get a loan change . Q : How do any loan change always be accomplished ? A new : You will find several different ways to get any loan change . The interest charge over a loan can be sometimes lowered temporarily , or permanently collection at the reduced charge . A changeable charge could be collection to some fixed price . The word of the loan could be altered , from point out 30 years to be able to 40 years . There could be any principal decrease in the actual loan volume . There are many techniques and you can also possess combination of alternatives . This can be geared towards cutting your monthly payments as well as creating the mortgage more affordable . Q : Just how widespread are usually loan modifications ? A new : Because the property problems proceeds , loan modifications have become increasingly widespread . Loan modifications have been about to get a while , only while many people are in danger of shedding their houses will anyone commence to small personal loans ask questions . A few consider loan modifications can be a fresh invention , or even a con , nevertheless those with mortgages happen to be getting loan modifications for a long time . Q : Will the federal go of California local government are likely involved inside loan modifications ? A new : Because everybody is suffering due to the economic crisis , Barack obama and also the California legislature possess handed down different regulations pressuring creditors to provide loan modifications . Creditors are n't in opposition to loan modifications , particularly at the same time while numerous People in the usa are usually facing foreclosure . Foreclosed hurts the banks bottom level collections , and also the industry has now noticed countless billions of dollars inside economic reduction due to the mortgage problems . California handed down a law inside 2009 selling loan modifications , plus earlier Last year Barack obama thrown away little time in assisting people get the loan modifications they must live in their houses . Using Freddie Macintosh personal computer as well as Fannie Mae inside critical difficulties as a result of house foreclosures ( as both versions are usually national people ) , this behooves government entities to do something much quicker in saving peoples income . As we discussed , there 's a lot of data around in loan modifications , and a lot of people are ignorant quick cash loans whether or otherwise these people be eligible . Should you be facing foreclosure or going through another financial meltdown , speak to a skilled California home loan change law firm nowadays and have ready .


Prospecting for Life Insurance Clients in the 21st Century Internet Leads vs Direct Fifty years ago the world was " larger , " the pace of daily life slower , and the competition for insurance within any single community much less intense than it is today . Today it is almost impossible to knock on a door , unexpected , and find a receptive audience . The previous generation of insurance agents was able to prepare an audience with the use of mass market mail campaigns followed up by phone calls and then a visit . sign up for internet insurance leads " Mass marketing , however , has been intensely overplayed ; many people – too busy to read the many brochures , catalogs , and solicitations that arrive in their mail boxes – simply sort the " junk " from the bills and then pile the junk mail off to the side where it accumulates until finally it is tossed in the trash . Only a tiny percentage of mass market mail is read . In fact , one of the managers at a local recycling center reports that tons of " garbage " sorted at the facility is junk mail – much of which has never even been opened ! Many insurance companies try to " incentify " people into responding to a mailer by promising something free if they return the postage paid card . Often the " freebie " is a booklet promising information – such as a buyers guide for life insurance , a booklet explaining Medicare and so forth . Believing that they will just get a free booklet in the mail , individuals write their names on such cards and drop them in the mailbox . In spite of the fact that the " small print " explains that the card is a solicitation for some product , and that an agent will call , individuals are often irritated when an agent calls and asks to " deliver " the requested information . This strategy is old and outdated . Furthermore , those who sent in the card thinking they would get something for free are often not financially qualified to purchase anything . Is there still a place for mail campaigns ? Absolutely . However , mail campaigns are more likely to be effective when the recipients are " targeted , " not just by age and generic interest , but when they are targeted specifically by the agent whose name they are likely to recognize on the envelope . For example , if you have been the guest speaker for a group of retirees at a local church or civic club , a follow up mailer might be opened , and if the individual recalls that your service might benefit him , he might be receptive to an appointment when you call . Do n't wait by the phone , however – he usually wo n't call you first . Another positive use of a mail campaign is to your book of existing clients . These folks have already trusted you with their money . They will recognize your name and , if you send them something in a personal envelope – rather than a pre-addressed company one – they will definitely open it . Furthermore , since insurance agents are often " recycled " faster than fast-food restaurant employees , your people will appreciate knowing that you are still around . You should send a card , a " personal " letter or a newsletter created by you at least once a quarter . If you can do it monthly , that 's even better . You may think that since the client already has your information , it 's unlikely that you will gain any new business , but you could not be more mistaken . Experienced agents know that the larger policies – such as annuities and large life insurance or long term care policies – are often purchased by clients who already know you . Furthermore , " stuff " happens . A family member dies who did n't have insurance . Health insurance policies held by employers get cancelled . People retire and have to roll their money out of the company . A simple reminder that you are still available along with a convenient list of products you have will bring your name to the forefront when a life changing event takes place . For obtaining new clients , however , " cold call " mail campaigns are a huge waste of your money . Today's insurance agents must face the fact that the world and the business has been dramatically changed by technology . It 's a fact that the world is less friendly , people less patient with lengthy presentations and more likely to switch from one company to another in search of the best deal . You ca n't succeed with mail campaigns , cold calls , and door knocking . You also ca n't fight the impact of technology . The only way to cope is to make the technology work for you . Participation in an internet lead generation program is regarded by many agents and brokers as the most effective way to locate new , and interested prospects . Life changing events – a death in the family , a marriage , or a birth of new baby motivate people to search for a product . They want quotes and comparisons quickly , preferably without having to talk to anyone , even though most will work with an agent once they have made a company or product selection . Like insurance companies , lead generation companies are not all created equal . A good lead generation company will : deliver real time leads within minutes of receiving them deliver leads that have been generated from their own sites – not recycled or purchased from " dump " sites provide filters so you receive leads only from prospects you would be able to serve Purchasing leads via the internet is only the first step in a successful use of technology . Agents and brokers also need their own websites where they can describe their services , provide information on changes in the insurance industry , and perhaps even maintain a blog or guestbook where clients can communicate with each other and with their agents . When we have done a job a certain way for a long time , it is difficult to change . However , the bottom line in the insurance industry is that agents must meet clients where the clients are , and today , that is " online . "


The University provides a range of business services including ; contract research , consultancy , training and access to specialist equipment . In the provision of its services to business the University aims to : Honour customer confidentiality Provide a friendly , courteous and respectful service Provide prompt handling of all enquiries . Commitment to excellence through providing value and choice . Apply professional performance and quality in order to deliver to the highest standard of service for total customer satisfaction . Maintain the highest levels of business integrity and ethical standards delivering an impartial service that puts the customer first Develop and work to agreed specifications Maintain effective communications and establish long term relationships with customers Contribute to business development Ensure that the business needs of our customers are satisfied . Evaluate our performance by the level of customer satisfaction . Listen to and learn from our customers' comments and reflect them in our management . Meet , or exceed , customer expectations . If customers complain about any service we provide , we will seek to resolve the issue as quickly as possible and undertake to prevent such problems in the future .