Before we delve into the specifics of how much boxers make per fight, it's critical to first understand the business behind boxing. Unlike many other professional sports, boxing doesn't have a centralized governing body or a standardized payment structure. This makes the earning potential for boxers quite variable. Factors such as the weight class, the significance of the fight, and the boxers' popularity all contribute to the purse size.
The earning range for professional boxers is quite broad. On the lower end, a boxer might make a few hundred dollars per fight. However, for top-tier boxers, the earnings can go into the millions. This disparity is primarily due to the aforementioned factors, including the boxer's reputation, fan base, and the significance of the match.
When we talk about a boxer's earnings, we often refer to the "purse," which is essentially the prize money that's up for grabs in a boxing match. The purse is typically split between the two fighters, although the split isn't always even. A well-known boxer with a large following might command a larger share of the purse.
For high-profile fights, pay-per-view (PPV) sales can significantly add to a boxer's earnings. Essentially, the more people who are willing to pay to watch the fight, the larger the purse becomes. In some cases, a portion of the PPV revenue might be directly added to the purse, increasing the boxers' potential earnings.
In addition to their fight earnings, many boxers also generate income through endorsements and sponsorships. These deals can be quite lucrative, particularly for well-known boxers with a significant fan base. Companies are willing to pay substantial sums to have their brand associated with a popular fighter.
Boxers can also earn money through appearance fees and licensing deals. Appearance fees are essentially payments made to boxers for showing up at events, such as press conferences, promotional events, and public appearances. Licensing deals, on the other hand, involve the use of a boxer's name, likeness, or brand for commercial purposes.
Boxing promoters play a significant role in determining a boxer's earnings. Promoters are responsible for organizing and promoting fights, and they often negotiate the purse split between the fighters. A skilled promoter can significantly increase a boxer's earning potential.
While the potential earnings for boxers can be quite high, it's also important to consider the expenses associated with a professional boxing career. These can include training costs, equipment, medical expenses, and the fees paid to trainers, managers, and promoters. These expenses can take a significant chunk out of a boxer's earnings.
For most professional boxers, boxing is indeed their main source of income. However, as we've discussed, there are also many other potential revenue streams, including endorsements, sponsorships, appearance fees, and licensing deals. The importance of these additional revenue streams should not be underestimated, particularly for top-tier boxers.
While the earning potential for professional boxers can be quite high, the reality is that only a small percentage of boxers will ever reach the top tiers of the sport. For the majority of professional boxers, the earnings from boxing may not be sufficient to provide a comfortable living. However, with the right combination of skill, popularity, and business savvy, boxing can indeed be a lucrative career.


We will do our best to match any competitor's pre-tax price on any new, identical, immediately available product. Price matching is at our discretion, and we offer no guarantee that every price will be matched.
Price match must be requested before an order is placed. We WILL NOT match a price or refund a transaction amount once your order is placed. We will only match a price on publicly advertised IN STOCK items.
- We must be able to verify the price and availability of the item.
- Out of Stock items will not be matched.
- Item must be identical to the items advertised (Brand, Color, Size, Mfg#, UPC#)
- Competitor's shipping charges will be calculated and factored into the advertised price.
- Competitor's extra fees associated with a transaction (credit card fees, handling fees, transfer fees, etc) will be calculated and factored into the advertised price as well.
- Price matching is at our discretion with no guarantee that we will match every price.
- Coupons may not be used in conjunction with an approved price-match.
- Please note that a competitors listed price on out of stock items may be outdated and inaccurate.
- Please do not place an order unless you are willing to pay and agree to the listed price at the time of purchase.To Request a Price Match Please use our Contact Us page to submit a request before your purchase.
- The Hoosier Armory Item Number
- The Manufacturer Number
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- The Advertised Price
- The URL of the advertised listing
- Price matching can also be requested by email to : firstname.lastname@example.org with all the above info included.
Thank you for giving Hoosier Armory the chance to earn your business. We ARE your firearms Advocate!


Oxford PV attracts a further £8.1m funding and three key strategic investors
Solar innovator completes second close of Series C funding round
Oxford, UK, 6 December 2016 – Oxford Photovoltaics Ltd (Oxford PV), the pioneering solar technology company, has today announced a further equity investment of £8.1m, adding to the £8.7m first close investment announced on 18 th October 2016.
Importantly, the bulk of this investment has come from three new strategic investors who see the potential of the Company’s technology to revolutionise the global solar market and help create a new, low-carbon future.
The three large, strategic investors are Statoil ASA, Legal & General Capital and a technology-focused, innovative family fund investor. Each of these investors will add strength and opportunity to the technology and its’ route to market.
The company recently (10 th November 2016) announced the acquisition of a pilot line site in Germany and, on 1 st December 2016, announced a Joint Development Agreement with a major solar panel manufacturer to scale the technology towards commercialisation. This additional funding will help accelerate these development activities as well as supporting the next generation product research in the UK.
Frank Averdung, CEO of Oxford PV said, “the company has made tremendous progress over the last year and this has been recognised by being able to attract investors of such high calibre and scale. We are delighted to be working with each of them and together we will bring our perovskite technology to market as quickly as possible. In conjunction with our industry Joint Development partner, our perovskite technology now has a clear path and timetable to commercialisation and the formidable support of global market leaders to enable that to happen.”
John Bromley, Head of Clean Energy Strategy, Legal & General Capital said, “Legal & General Capital is delighted to confirm its investment in OPV. We are fully engaged with the global transition to a low carbon energy system and we want to partner with the leading brainpower-backed British enterprises that will deliver the transformative change needed to provide reliable, low cost clean energy on a global scale. We have taken the time to get to know Oxford PV, and are impressed by the technology, the scientists and engineers, and anexperienced, disciplined management team who we look forward to supporting at this exciting stage of their venture”.
Gareth Burns, managing director of Statoil Energy Ventures said, “Statoil has been an innovator in the energy sector for many decades, from deep sea oil recovery to offshore wind project development. Statoil is supplementing its’ oil and gas portfolio with profitable renewable energy, and in addition to our significant portfolio within offshore wind, we are exploring opportunities within new growth areas, such as solar. The investment in Oxford PV is our first investment within solar technology, and we see it as a great opportunity to be part of a technology development that has the potential to impact the next generation of solar cells.”
Notes to editors
Oxford Photovoltaics Ltd (Oxford PV) is a pioneering solar technology company that was founded in 2010 as a spin-off from the University of Oxford by Professor Henry Snaith. Today, the company’s team of 37 people, including chemists and advanced materials scientists are on a fast-track to commercialising a new perovskite-based technology. Last year, Professor Snaith was honoured by Thomson Reuters as the second most influential scientific mind in the world. The company believes that this technology will enable cell manufacturers in the $100bn solar power industry to boost the performance of their solar cells by around 30 per cent and facilitate new multi-billion dollar markets for the generation of solar power.
Perovskite is the fastest improving solar cell technology ever seen and Oxford PV is leading the global development and commercialisation of this exciting new material.
About Statoil Energy Ventures
Statoil Energy Ventures was established as part of Statoil’s new business area New Energy Solutions, reflecting the company’s aspirations to gradually complement its oil and gas portfolio with profitable renewable energy and low-carbon solutions. The fund will invest up to USD 200 million over a period of four to seven years.


Social Security and Supplemental Security Income (SSI) beneficiaries will receive a 2.8% cost of living increase (COLA) for 2019. SSI federal monthly payments will become $771 (up from $750) for an individual and $1157 (up from $1125) for a couple.
Margaret H. Fulton and Ashley Clower were pleased to attend CCTLA’s Spring Reception on July 14, 2018. Over 200 people, including attorneys, professionals, and family members attended this wonderful event.
Robinson and Fulton Law were sponsors at the Reception, which benefitted Sacramento Food Bank and Family Services. Over $113,000.00 was raised for this amazing cause. It was an honor to be a part of this event.


Reporting to the Deputy Director, the Chief Financial Officer (CFO) serves as a key member of the management team at the Whitney Museum of American Art. The CFO is responsible for planning and oversight of the Museum’s financial activities, including an annual operating budget of approximately $70 million. Working closely with the Museum’s leadership team, colleagues across the Museum, and with the Finance, Audit and Investment Committees of the Board of Trustees, the CFO will have responsibility for organizing short- and long-term financial planning activities, performance analyses, risk management, financial reporting, and cash/ liquidity management.
The CFO oversees all Finance, Treasury and Accounting functions including, but not limited to, operating & capital budgets, annual audit, financial reporting systems, insurance and tax related information. In addition, the CFO has oversight of the Museum’s investment portfolio under the direction of the Investment Committee of the Board. Above all, the CFO will be a proactive strategic partner with the Museum’s leadership team in enabling the Whitney’s institutional priorities through proactive & rigorous financial planning.
- Direct, supervise, and improve the Museum’s financial and budget planning processes to sustainably fund programs and operations, deliver on high-priority capital projects, and increase efficiency
- Monitor financial performance across the Museum through clear and consistent metrics and measures of success. Advise on opportunities for revenue enhancement, cost efficiencies, process improvements and related policy changes
- Drive long-range financial planning initiatives across the Museum to enable diversified revenue growth and a positive operating bottom line
- Working closely with the General Counsel, design and oversee museum-wide financial risk management policies and procedures
- Provide periodic updates on the Museum’s financial performance to staff with a view to reinforcing connections between departmental/ project budgets and the Whitney’s mission and strategic priorities
- Provide periodic updates and financial reporting to the Finance Committee of the Board of Trustees including operating results, emerging financial opportunities, risks, trends and key performance metrics
- Engage the Board’s Finance Committee in review and approval of short- and long-term financial goals and related strategies
- Working with senior management, continuously develop and recommend course-corrective actions to address emerging financial risks
- Provide financial leadership and support in the execution of the Museum’s strategic plan.
- Manage the Whitney’s ongoing debt program with strategic guidance from the Museum’s leadership team and Board of Trustees. Working with external advisors and the internal finance team, oversee the negotiation, execution, and management of tax-exempt bond financings and credit facilities, including ongoing compliance with legal and reporting requirements
- Enable data-driven decision making across all Whitney functions; help clarify links between departmental operations and the financial results of the organization
- Partner with department leadership teams in developing performance targets, monitoring performance, and creating remediation plans
- Act as a fiduciary on the Retirement Plan Investment Committee
- Oversee the Museum’s Controller in coordinating the annual audit of the Museum’s financial statements and tax filings including the annual IRS Form 990
- Strengthen the capabilities of the Finance organization, through a combination of people development, retention and recruiting efforts
- Bachelor’s degree in Finance, Accounting, Economics or other quantitative or business-related discipline required; MBA/CPA preferred
- Minimum ten years of progressive experience in a senior level financial management role
- Experience at a cultural institution or other mission-driven non-profit organization preferred
- Excellent analytical, verbal and written communication, and presentation skills required
- Strong communicator with ability to make financial information accessible and comprehensible to stakeholders from a variety of backgrounds. Must be able to connect finance to the Museum’s mission and values.
- Strong executive presence and demonstrated ability to develop positive executive relationships. Experience working with governing boards and committees is helpful but not required
- Excellent planning, financial management, and organizational skills
- Strong work ethic along with effective leadership, management, team building, and supervisory skills; accustomed to working in a team-based/collaborative environment
- Able to operate with transparency and with the highest degree of ethics at all times
- Operationally oriented, with the ability to bring practical insights and solutions to critical financial decisions and initiatives across the Museum
- Able to manage and develop financial talent within the organization
Compensation & Benefits
- Salary range is $250,000 - $300,000 and will be commensurate with experience
- Medical, Dental, Vision, 403(B) elections
- Generous Paid Time off benefits
- Commuter benefits - parking and mass transit
- Admission to world-renowned museums across the city and nationally
- Pet insurance and discounted membership for Citibike
The advertised pay scale reflects the good faith minimum and maximum salary range for this role. The advertised pay scale is not a promise of a particular wage for any specific employee. The specific compensation offered to a candidate may be dependent on a variety of factors including, but not limited to, the candidate’s experience, education, special licensing or qualifications, and other factors.
Not sure you meet 100% of our qualifications? Research shows that men apply for jobs when they meet an average of 60% of the criteria. Yet, women and other people who are systematically marginalized tend to only apply if they meet every requirement. If you believe that you could excel in this role, we encourage you to apply. We are dedicated to considering a broad array of candidates, including those with diverse workplace experiences and backgrounds. Whether you’re new to arts and culture administration, returning to work after a gap in employment, simply looking to transition, or take the next step in your career path, we will be glad to have you on our radar. Please use your cover letter to tell us about your interest in the arts and culture space and what you hope to bring to this role.
About the Whitney:
The Whitney Museum of American Art, founded in 1930 by the artist and philanthropist Gertrude Vanderbilt Whitney, houses the foremost collection of American art from the twentieth and twenty-first centuries. From her vision arose the Whitney Museum of American Art, which has been championing the most innovative art of the United States for 86 years. The core of the Whitney’s mission is to collect, preserve, interpret, and exhibit American art of our time and serve a wide variety of audiences in celebration of the complexity and diversity of art and culture in the United States. Through this mission and a steadfast commitment to artists themselves, the Whitney has long been a powerful force in support of modern and contemporary art and continues to help define what is innovative and influential in American art today.
The Whitney Museum of American Art is an Equal Opportunity Employer. The Museum does not discriminate because of age, sex, religion, race, color, creed, national origin, alienage or citizenship, disability, marital status, partnership status, veteran status, gender (including gender identity), sexual orientation, or any other factor prohibited by law. The Museum hires and promotes individuals solely on the basis of their qualifications for the job to be filled. The Museum encourages all qualified candidates to apply for vacant positions at all levels. This description shall not be construed as a contract of any sort for a specific period of employment.
Please apply through the Whitney Museum of American Art's careers page.


Life insurance policies come in many forms, each with its own unique features, benefits, and drawbacks. One aspect that varies greatly between policies is liquidity – that is, how easy or difficult it is to access the policy’s cash value while the insured is still living. In this blog post, we will explore what does liquidity refer to in a life insurance policy, the difference in liquidity between permanent and term life insurance, and the pros and cons of policies with high and low liquidity. Read on for a comprehensive overview of what does liquidity refer to in a life insurance policy?
Permanent vs Term Life Insurance
To understand liquidity as it relates to life insurance, we must first distinguish between permanent life insurance and term life insurance.
Term Life Insurance
Term life insurance provides coverage for a specified period of time, such as 10, 20, or 30 years. It pays out a death benefit to your beneficiaries if you pass away during the coverage term. Term policies do not build cash value – the money you pay in premiums is only buying you a death benefit. If you outlive the term length, the coverage expires unless you choose to renew it. Most term policies have very low liquidity – you cannot access any funds from the policy while alive, as there is no accumulating cash value.
Permanent Life Insurance
So, what does liquidity refer to in a life insurance policy?
Permanent life insurance provides lifelong coverage as long as you continue to pay the premiums. Unlike term, permanent policies have an investment or savings component in addition to the death benefit. The money you pay into premiums above and beyond the cost of life insurance is invested by the insurer into conservative assets like bonds and mortgages. This generates cash value within the policy that grows over time on a tax-advantaged basis. As the cash value grows, you have the option to borrow against some of these funds or withdraw accumulated dividends. This means permanent policies generally have higher liquidity than term insurance. Types of permanent life insurance include whole life, universal life, variable life, and variable universal life. We’ll explore the liquidity profiles of some common permanent life policies next.
Liquidity in Different Types of Permanent Life Insurance
What does liquidity refer to in a life insurance policy? And what are the different types of life insurance?
Whole Life Insurance
Whole life is the most traditional type of permanent life insurance. Premiums and death benefits are fixed and guaranteed, policies accumulate cash value at a steady, agreed-upon interest rate, and coverage lasts for life. The cash value in a whole-life policy grows very predictably over many decades. Loans can typically be taken against a portion (e.g., 75-90%) of the cash surrender value, allowing policyholders to tap funds from the policy. However, withdrawals in excess of policy premiums generally cannot be made until later years once substantial cash value has accumulated. For this reason, whole-life policies have moderately high liquidity that increases over the duration of the policy.
Universal Life Insurance
So, what does liquidity refer to in a life insurance policy, especially in universal life insurance?
Universal life insurance offers more flexibility than whole life in terms of premium payments and death benefit amounts. Policyholders can pay the premiums needed to keep the policy active, adding more funds whenever they choose to increase the death benefit or cash value. Excess premiums get credited to the cash account, where they earn interest based on current market rates. Policyholders can also access the cash account via loans or withdrawals so long as sufficient funds remain to cover insurance costs and keep the policy active. For these reasons, universal life insurance offers very high liquidity that allows access to accumulated cash at any time.
Variable Life Insurance
Variable life insurance links cash value growth to equity market performance. Rather than earning steady guaranteed interest, excess premiums get invested into investment subaccounts chosen by the policyholder. These funds can include stocks, bonds, money market instruments, or certain alternatives. Cash value will fluctuate up and down over time with the performance of the underlying investments. Most variable life policies allow policyholders to take out loans against their cash value at any time. Withdrawals may be restricted until the cash value reaches a certain threshold. Overall liquidity depends on investment performance but is generally high.
The Pros and Cons of High and Low Policy Liquidity
The ability to access a policy’s accumulated cash via loans or withdrawals certainly adds an element of liquidity.
Some of the key benefits include:
- Funds can be used to help supplement retirement income or cover unexpected expenses without needing to lapse or surrender the policy
- The policy remains in force, so beneficiaries still receive a death benefit when the insured passes away
- Cash value continues growing on a tax-advantaged basis, which can be accessed in the future if needed
- Taking a loan rather than withdrawing funds allows cash value to keep earning interest
However, high liquidity also comes with some potential drawbacks:
- Loans accrue interest charges, which reduce overall cash value if not repaid
- Frequent or high amounts of withdrawals can threaten the policy if the remaining funds cannot cover insurance costs
- Less cash value remaining means lower death benefits paid out to beneficiaries
On the other hand, low liquidity life insurance policies like term insurance have pros and cons as well:
- All premium dollars buy death benefit coverage rather than building cash value
- Can allow higher death benefits with a lower premium outlay
- Term policies typically expire when cash starts accumulating, so there is no need to worry about liquidity
- No ability to access any funds from the policy while the insured is alive
- Higher risk that insurance coverage will lapse if premiums become unaffordable
- No cash value will be paid to the policyholder if term coverage expires
So, what does liquidity refer to in a life insurance policy? As you can see, liquidity involves some tradeoffs with other policy features. Striking the optimal balance depends greatly on each person’s financial situation and needs.
Who Might Value Higher or Lower Liquidity?
Understanding how liquidity aligns with policyholder objectives can help guide the type of life insurance to choose.
Those Who May Value High Liquidity:
- Retirees seeking supplemental income from the policy cash value
- Business owners funding buy-sell agreements tax-efficiently
- Households needing access to funds in case of income disruption
- Families wanting to earmark cash value for future education costs
- Individuals using life insurance for retirement planning
Those Who May Value Low Liquidity:
- Young households on tight budgets need maximum death benefit
- Singles with limited savings needing final expense coverage
- Families with sufficient emergency funds
- Earners max out retirement accounts yearly
- Seniors no longer need life coverage
What does liquidity refer to in a life insurance policy, and how do you find the right balance? Finding the right balance comes down to honestly assessing potential needs for income during life, along with the ability to keep up with premium payments. An experienced insurance agent can help match policies to priorities.
Using Life Insurance to Fund Buy-Sell Agreements
What does liquidity refer to in a life insurance policy, and how to use life insurance to fund buy-sell agreements?
Buy-sell agreements are crucial tools for business partners and shareholders to legally establish inheritance plans and business continuation in the event of a part-owner’s death. Funding those agreements with permanent life insurance allows business owners to access cash value and guaranteed payout during life transitions.
Of the policy types, whole life insurance provides the most cash accumulation for buy-sell funding. Compared to cheaper terms, permanent policies provide reliable cash values guaranteed by the life insurer while also paying out a tax-free death benefit to the remaining business owners. Annual premium amounts should be structured to adequately achieve both objectives. Dedicated financial advisors can recommend specific policies and designs based on the shareholders’ buyout agreements.
The written buy-sell agreement should remain separate from insurance trusts and require the business itself to purchase a deceased owner’s shares. This way, cash values, and death benefits avoid becoming personal assets on tax returns or probate filings. Upon an owner’s passing, policy proceeds fund the mandatory share purchase, and operations continue uninterrupted via the succession plan outlined in the buy-sell pact. The life insurance policy is used for its intended purpose.
Sound buy-sell arrangements lock in insurability when all owners are young and healthy. This keeps costs low over decades and ensures adequate coverage through retirement. Policies can remain in force to advanced ages or get amended if partners change. Either way, permanent life insurance funding offers reliable liquidity amid ownership transitions while allowing cash value accumulation when not immediately needed.
Managing Life Insurance Policies Across Different Life Stages
You may wonder, what does liquidity refer to in a life insurance policy, especially when it comes to managing life insurance policies?
The cash value and living benefits within permanent life insurance make it an ultra-long-term asset. Optimal usage often changes across life stages as financial situations evolve over decades.
In earlier working years, policyholders focus on accelerating cash value accumulation through dedicated premium funding above mortality costs. This builds a strong base for later withdrawals. Upon entering peak earning years, aim for maximized death benefits to secure family protection, fund estate taxes, and satisfy business buy-sell needs.
Once costs like mortgages and college tuition subside and retirement nears, shift towards optimizing policies for supplemental income. This may involve exchanging to types offering better withdrawal provisions, annuitization riders, or loans against high cash values. Such adjustments align payouts with post-career income gaps rather than legacy planning.
Later in retirement, insured individuals holding overly large death benefits can reduce face amounts to achieve partial windfalls that are re-deployable for enjoyment purposes. Policies no longer needed for family protection or business continuity may convert to pure legacy-building assets giftable to heirs.
Life insurance can remain relevant across every chapter of life when appropriately structured for each era’s priorities. Assessing liquidity requirements as part of strategic reviews helps policyholders modify plans over time and maximize short and long-run value from these powerful financial instruments.
Managing Policy Loans to Minimize Interest Charges
Policyholders seeking income from permanent life insurance cash values often turn to loans as a preferable means of accessing funds without tax consequences or surrender charges. However, loans accrue interest annually, so balances can shrink cash value growth if left unpaid. Strategic repayment tactics can minimize interest costs.
The most cost-effective approach involves deliberately planning loans in alignment with other income events. For example, retirees could withdraw funds to cover expenses in years when IRA-required minimum distributions to create excess taxable income. Loans get repaid automatically when policy owners receive their next RMD payout.
Alternatively, loans taken early in retirement can wait for repayment until annuity payments or pension benefits commence later on. The key is sequencing loan utilization with the upcoming receipt of other retirement cash flows for convenience.
Retirees should also compare current policy loan interest rates with rates earned on other assets like bonds or CDs. If policy interest exceeds portfolio yields, focus on repaying loans quickly to maximize net returns across holdings. An integrated strategy optimizes overall results.
Maintaining strong communication channels with life insurers aids in timely loan management. Seek rate alerts on policy interest owed and repayment reminders as the due dates approach. Mobilizing payments out of a dedicated cash account avoids forgetting and compounding interest. Actively monitoring obligations keeps policies working at peak efficiency.
Evaluating Riders and Policy Charges Impacting Net Liquidity
Here comes the question: What does liquidity refer to in a life insurance policy, and how does evaluating riders and policy charges impact net liquidity?
Policy riders that customize coverage along with fees deducted from premiums shape how much liquidity remains for income purposes. Carefully determining tradeoffs boosts net cash value accumulation.
Common riders like waiver of premium for disability or terminal illness help continue death benefits and cash value intact if health fails. However, the additional charges siphon some cash potential in non-claim years. Weigh the value of each rider against ongoing costs.
Compare expense loads across providers using universal life insurance illustrations outlining estimated future cash values minus projected fees over decades. High fees drain liquidity that is transfusable to income over time.
Also, scrutinize margins between a policy’s credited interest or investment returns versus loan interest charged. Look for minimal spreads indicating fair rates and maximum earnings retained inside the policy. Narrower margins compound gains faster for income utilization down the road.
Running break-even calculators help decide if certain riders warrant their expenses based on health risk factors and financial loss tolerance. Likewise, projecting accumulated differences in high-fee versus low-fee policies aids provider selection. Inspecting these liquidity impacts optimizes the structure.
The Bottom Line
What does liquidity refer to in a life insurance policy? Understanding liquidity as it relates to life insurance is important when choosing a policy that aligns with your financial objectives. Term life insurance offers pure death benefit protection, while permanent policies allow policyholders to access cash value through loans and withdrawals. Ultimately, whether high liquidity or low premium cost takes priority depends greatly on each person’s unique financial situation and coverage needs. An agent can help you weigh these tradeoffs. Through the wise choice of policy type and features, life insurance can remain in force to protect your loved ones while also supporting income needs during your lifetime if structured accordingly.


The biography of the bombastic Nike icon, Phil Knight.
In 1962, fresh out of business school, Phil Knight borrowed fifty dollars from his father and created a company with a simple mission: import high-quality, low-cost athletic shoes from Japan. Selling the shoes from the trunk of his lime-green Plymouth Valiant, Knight grossed $8,000 his first year. Today, Nike's annual sales top $30 billion. In an age of start-ups, Nike is the ne plus ultra of all start-ups, and the swoosh has become a revolutionary, globe-spanning icon, one of the most ubiquitous and recognizable symbols in the world today.
But Knight, the man behind the swoosh, has always remained a mystery. Now, for the first time, in a memoir that is candid, humble, gutsy, and wry, he tells his story, beginning with his crossroads moment. At 24, after backpacking around the world, he decided to take the unconventional path to start his own business - a business that would be dynamic, different.
Knight details the many risks and daunting setbacks that stood between him and his dream - along with his early triumphs. Above all, he recalls the formative relationships with his first partners and employees, a ragtag group of misfits and seekers who became a tight-knit band of brothers. Together, harnessing the transcendent power of a shared mission and a deep belief in the spirit of sport, they built a brand that changed everything.


The pricing decision is a crucial one when starting your tutoring or private teaching business. I highly recommend doing a bit of market research as there is an enormous range in the prices in this market. You need to find the RIGHT rate for YOUR services; you don’t want to sell yourself short, but you still need enough students to pay your bills.
How do you determine the right lessons fee for your teaching business?
1. Do Your Own Research
Start with looking around to see what other teachers or tutors charge for their classes. Call teachers offering similar classes and ask for their rates. There are a lot of online forums out there where you can ask other teachers about their fees. Another option is to check Craiglist or Gumtree to see what what is the average rate in your area.
TIP: Do not charge less than your competition! Why? First, it sends a signal that you are an amateur without experience. There are people out there who are willing to pay a premium for a reputable teacher. Second, it is always easier to lower your price if you’re not able to attract students at that rate.
2. Consider Your Location
Your location is one of the most important aspects to determine your tutoring rate. In general, prices are higher in big urban areas than in rural regions. You should also take into account your local economy. What does a term of music lessons or dance classes cost? This should give you a rough idea of how much are people willing to pay for extracurricular activities in your area.
3. Evaluate Your Experience
Do you have more or less experience than other tutors who offer comparable classes? Do you have special skills that are currently in high demand? Have you received any awards for your work or do you have extensive performance experience? Naturally, the more experience you have, the more you can charge for your lessons. Have a good think about what sets you apart and what you can offer to your students.
4. Consider Your Educational Background
What is your highest degree of education? Someone with a PhD can usually charge a lot more than someone with a BA. Do you have a pedagogical background or did you do some kind of a teacher training? Do you have the necessary qualifications to work with children in your country?
As a rule of thumb, any credentials you can show to your prospective students can help. Some parents might place quite a lot of importance on degrees and prefer to pay more for a well educated and experienced tutor or private teacher.
5. Define Your Target Market
Are you targeting higher income individuals or poorer families? Why do your students attend your classes? Do they need a certificate at the end of the course? Another important factor is the size of the group – Are you offering individual, small group or large group classes?
6. Think About the Nature of Your Subject
Some disciplines require a significant time for preparation while others are not as time-consuming. Do you need to spend a lot of time studying and improving your skills yourself? Are the study materials expensive? Does your subject require a special qualification which is hard to obtain? If you are teaching common subjects such as English or Maths, you normally cannot charge as much for your classes as someone offering specialized IT training.
7. Factor the Distance you Have to Travel
If you offer private lessons at your students’ home, you are likely to spend many hours travelling. Don’t forget to factor this time to your rates as you would otherwise sell yourself short and end up being frustrated with how much you get paid per hour. On the other hand, if you teach at a particular location, this factor is probably irrelevant for you as you have one base for all your classes.
At the end of the day, the amount you can charge for your services depend on the students’ willingness to pay. It’s all about supply and demand and you need to find your sweet spot. Charge everyone exactly the same fee. You don’t want people to find out that someone else is paying less for your classes.
Do you have any other tips on how to determine a lessons fee? I’d love to hear your thoughts, so please share your comments below.
Did you like our post? Keep in touch for more updates and great links:


Top Reasons Small Businesses Hire or Switch Managed Service Providers (MSPs)
Small businesses may decide to hire a Managed Service Provider (MSP) or switch to a different MSP for various reasons. Some of the most common factors include:
Cost savings: Hiring an MSP can be more cost-effective than maintaining an in-house IT team, as it allows small businesses to access a wide range of IT expertise without the expense of hiring full-time staff. Additionally, MSPs often provide predictable pricing models, which help small businesses budget their IT expenses more effectively.
Access to expertise: MSPs have a team of skilled IT professionals with expertise in different areas, such as network management, cybersecurity, data backup, and cloud services. Small businesses can benefit from this expertise to keep their IT infrastructure up-to-date, secure, and running efficiently.
Scalability: As a small business grows, its IT needs may change. MSPs can scale their services to accommodate a company's growth, providing additional resources and support when needed, without requiring the business to invest in new hardware or hire additional IT staff.
Proactive maintenance: MSPs typically offer proactive maintenance and monitoring, which can help identify and resolve potential IT issues before they become critical. This helps small businesses minimize downtime and maintain productivity.
Improved security: MSPs can help small businesses implement robust security measures to protect their sensitive data and IT infrastructure from cyber threats. This is particularly important as cyberattacks on small businesses continue to rise.
Compliance: Small businesses operating in regulated industries may need to meet specific IT compliance requirements. MSPs can help ensure their IT infrastructure and processes meet these requirements, reducing the risk of non-compliance penalties.
A small business may decide to switch MSPs for several reasons, including:
Poor service quality: If a small business is dissatisfied with the quality of service provided by their current MSP, they may decide to look for a better provider.
Lack of expertise: If the current MSP is unable to meet the evolving IT needs of the small business or lacks expertise in a specific area, the business may choose to switch to a different provider.
Cost concerns: A small business may switch MSPs if they find a more cost-effective option or if their current provider raises prices without offering additional value.
Communication issues: A lack of clear communication or responsiveness from the current MSP can lead to dissatisfaction and prompt a small business to seek a new provider.
Better fit: Sometimes, a small business may find an MSP that better aligns with their company culture, goals, or specific requirements and decide to make a switch.


一、Monaco Residency / Citizenship 摩纳哥永居／公民
Program Information 项目信息
1、Anyone who is at least 16 years of age and wishes to reside in Monaco for more than three months in a year, or set up home in the Principality, must apply for a residence permit from the Monégasque authorities.
2、Monaco, a Mediterranean city-state located on the Cote D'Azur, in the South of France, is a de-facto member of the Schengen Area. The principality is considered as one of the most ideal places of residence in Europe due to its high-class leisure facilities, a pleasant climate, and favorable tax system.
3、Monaco residents benefit from no personal income tax, making the principality a main choice for high-net worth individuals wishing to relocate to Monaco as their main place of residence. The country has produced streamlined legislation to create an efficient process by which applicants may obtain a residence permit - and if so desired.
4、The Monaco permanent residency card ("Carte de Sejour") allow applicants to live in Monaco indefinitely. Permanent residency is granted on the basis of demonstrating proof of accommodation and proof of financial self-sufficiency.
摩纳哥永久居留证（“Carte de Sejour”）允许申请人无限期居住在摩纳哥。永久居留权是在证明住宿证明和经济自给自足证明的基础上授予的。
5、The Monaco Citizenship offers affluent persons of impeccable standing to receive the Monaco citizenship and passport after ten years in permanent residency status.
6、Qualified candidates include international business executives, investors, entrepreneurs, public figures, celebrities, VIPs, and important persons - many of which are are active worldwide - who meet the minimum application requirements.
7、Applicants consider an alternative citizenship and passport a powerful tool for international tax planning and as a safety net should the living conditions at home become undesirable.
二、Application Requirements 申请条件
All applicants for Monaco residency must show proof of accommodation. The accommodation must be appropriate for the size of the applicant's family. Proof of accommodation can take the following forms:
#1: Real Estate Purchase. The applicant invests in property in Monaco. There is no minimum transaction value, but be advised that Monaco real estate is some of the most expensive per square meter in all of Europe due to the city-states small size. The proof of real estate ownership, to be submitted at the time of filing the residency/citizenship application, includes a copy of the deed/purchase contract.
#2: Real Estate Rental. The applicant leases an apartment for a minimum duration of one year. The size of the apartment must be sufficient for the size of the applicant's family. For example, an applicant with a family of four persons should rent an apartment with at least 2 bedrooms to meet the proof of accommodation test. There is no minimum monthly rental cost that must be met. The proof of an apartment rental, to be submitted at the time of filing the residency/citizenship application, includes a copy of the rental contract.
#3: Corporate Real Estate Ownership. The applicant is a director or unit holder of a company which owns a house or apartment in Monaco. The proof of corporate real estate ownership, to be submitted at the time of filing the residency/citizenship application, includes a copy of the deed/purchase contract.
#4: Living with a Close Relative. The applicant is staying with a close relative, a spouse, or a partner with whom the applicant is living as a couple. The proof to be submitted at the time of filing the residency/citizenship application, includes a document signed by the owner of the property and a copy of the home owner's deed/purchase contract or rental contract.
Above all information, you have to match one
三、Every pplicant must demonstrate financial self-sufficiency. The intent here is to show the Monaco government that applicants can support themselves and their families while living in Monaco.
#1: Bank Account Deposit. The applicant opens a bank account in his/her name at one of Monaco's many banks and deposits at least EUR 500,000-EUR1,000,000. The actual amount depends on the bank selected; some banks have higher minimum requirements. Monaco imposes no restrictions on foreigners opening bank accounts or owning real estate in the principality. The proof of deposit, to be submitted at the time of filing the residency/citizenship application, is an official letter issued by the Monaco bank.
#2: Employment Contract. The applicant demonstrates paid employment with a Monaco company. The proof of deposit, to be submitted at the time of filing the residency/citizenship application, is a copy of the employment contract and a letter issued by the Monaco government authorizing the company to offer employment to the applicant.
#3: Company Formation. The applicant forms a new company in Monaco, providing at least ten new jobs to Monaco citizens or residents. Authorization to form a new company is to be obtained from the government. The proof of a new company to be formed, to be submitted at the time of filing the residency/citizenship application, is a copy of the government's authorization letter.
#4: Support from a Close Relative. The applicant is financially supported by a close relative, a spouse, or a partner with whom the applicant is living as a couple.
More information, contact: Maryanne M
MP电话：+ 86 13621601876
Office Address办公室地址： 上海市徐汇区淮海中路1256号
1256 Huaihai Middle Rd, Xuhui District, Shanghai China 200030


A History of Iwan Simonis and Cloth Production in Belgium
1. Establishment of the Simonis factory
The town of Verviers, Belgium is in the flat basin formed by the valley of the Vesdre River. The water there was of such high quality, thanks to its low lime content, that it was particularly suitable for washing wool.
It was in this valley that the Simonis factory was set up in 1680 by Guillaume Henri Simon Simonis, a middle-class Verviers merchant born in the town in 1640 and known as “le Mercier” (“the haberdasher”).
The company itself was established on a more permanent footing by Jacques Joseph Simonis and was named after his son Iwan, who was born in Verviers in 1769. Today the name Iwan Simonis is now synonymous worldwide with the highest quality billiard cloth.
2. William Cockerill
At the end of the eighteenth century, a spinner in Verviers would work with a single spindle, whereas in England, the Industrial Revolution had already resulted in machines being used for spinning wool. The British government threatened anyone who exported this technique with permanent exile, in order to protect the country’s monopoly.
Nevertheless, William Cockerill, a young British engineer, departed for Sweden in 1797 with the blueprints for his famous wool-spinning mill. However, no one seemed to be interested in his ideas, and he eventually ended up in Hamburg. There, he met a wool buyer from Simonis who realized the value of this technique, which had until then been unknown on continental Europe.
This pioneer in the field was invited to Verviers with his family and signed a contract in which he agreed to produce spinning machines exclusively for his new employer. The first machine was constructed in 1797 in the building known as “Au Chat”, (the cat).
Incresed success followed, which, in addition to being able to compete with the English on level terms, provided Simonis with a major technological advantage over its continental competitors.
3. The golden age
This spinning machine was only the first of many technological innovations that were to see the light of day in Verviers at the beginning of the nineteenth century. These inventions included machines for carding and spinning wool, longitudinal shearing machines and the Leviathan, which was used to clean the wool.
In addition, electricity, the steam engine and the coming of the railways increased capacity in terms of both production and transport to levels never seen before. In this same period, the bill of exchange became widespread in commercial exchanges, seeing as it had the advantage of eliminating the risks associated with transporting and using cash, in the form of gold or silver coins, for business transactions.
In 1857, demand from the wool industry in Verviers led to a plan to build a dam in the area, in order to supply all the local textile companies with pure water of equal quality. This dam, at La Gileppe, with a capacity of 12 million cubic metres, was inaugurated in 1878.
All these innovations, plus an abundant supply of skilled labour, made Verviers a prosperous town and a center of the wool industry, like its competitors Bradford (England), Mönchengladbach (Germany), and Roubaix (France).
4. The two World Wars
During the First World War, there was a sharp reduction in the trade in woolen cloth because of the shortage of raw materials.
Then came the economic crisis between 1929 and 1935, which caused a further decline in industrial activity, especially in the Verviers area. Production was cut and workers were laid off.
The Second World War followed and, like the first, led to a shortage of wool. However, there was worse to come. At the end of the War, the Allies mistakenly bombed Simonis’s spinning mill, and this prevented the company from playing a full part in the recovery in business life that followed.
From then on, the textile industry in Belgium, along with that in the rest of western Europe, continued to decline, and Simonis’s operations were no exception. Simonis therefore had to close or sell some divisions, such as spinning, haberdashery, the production of woven garments, and the combing, scouring and carbonising of wool.
5. Peltzer & Fils
Peltzer & Fils, a celebrated company in its own right, was established in 1785 by Jean Henri Peltzer, from Stolberg, in Germany. The company was set up at Hodimont, which is now part of the district of Verviers, but which at the time was part of the Duchy of Limburg, a Dutch territory belonging to the Hapsburgs.
The company continued to expand, and a subsidiary was established in Buenos Aires in 1849 and another in Poland in 1885.
In 1961, the activities of S.A. Simonis and Peltzer were combined and the Société Anonyme des Draps et Filés Iwan Simonis (or the Belgian public limited company Iwan Simonis Cloth) was created, with an emphasis on commercial continuity. The capital of this company was fully subscribed by the PELTZER group.
The growth in demand for Iwan Simonis cloth in North America led to the creation in 2000 of the subsidiary Iwan Simonis Inc., at Gurnee, near Chicago, Illinois (USA). Iwan Simonis, Inc. subsequently moved to a larger facility in Libertyville, Illinois (USA) in January of 2010. Iwan Simonis billiard cloth is now exported from the production site in Belgium to more than 50 countries, on every continent.
In 2005, the Iwan Simonis companies celebrated their 325th anniversary and in 2013, the companies reached the one-third millenium mark of 333 years. Unfortunately, a fire destroyed the company archives in 1982, and so the exact date on which the manufacture of billiard cloth began is not known. Nevertheless, for over two centuries, generations of technicians and skilled workers have been producing our world-famous, superior-quality billiard cloth, which others try to imitate, but always in vain.
Our large factories contain the very latest specialist equipment, and our technicians are constantly monitoring and improving the quality of Iwan Simonis cloth. This is why, throughout the world, the Simonis Brand means the very best in billiard cloth.
To the owners of billiard tables or billiard clubs, and to players, Iwan Simonis cloth means the highest efficiency, a perfect roll and absolute precision.
In 2012, Iwan Simonis S.A. acquired Saluc S.A., the manufacturer or the world-famous Aramith® brand billiard balls and the revolutionary Fusion™ table line.
In 2016, Iwan Simonis S.A. acquired WSP Textile of England, the manufacturer of the world-famous Strachan® snooker cloths and Playne's tennis ball cloths.
Today we manufacture a complete range of pool, snooker, carom and pyramide cloths and balls, to suit the characteristics of every type of game played on a billiards table throughout the world.
...and the story continues...


Your Donations Help
We are the Rural Broadband Foundation, a nonprofit organization that works to bring high-speed internet access to rural communities across the country. Your donations help in making that possible.
Make a Donation
Did you know that more than 14 million Americans living in rural areas lack access to broadband internet, which is essential for education, health care, business, and social connection? Without broadband, rural residents are at a disadvantage in terms of economic opportunity, quality of life, and civic engagement.
That’s why the Rural Broadband Foundation is dedicated to advocating for policies and programs that support the expansion of broadband infrastructure and services in rural areas. We also provide technical assistance, and training to local organizations and individuals who are working to improve broadband access in their communities.
We are asking you today for your support for our cause. Your generous donation will help us continue our work to bridge the digital divide and ensure that everyone has access to the benefits of broadband internet. Every dollar counts and we appreciate any amount you can give.
Thank you for your time and attention. Together, we can make a difference for rural America.
To make a donation, please click the button below. You will be redirected to our secure payment gateway. You will be able to choose the amount of your donation and your payment method.


Researchers show that touching, interacting and customizing a product may increase the probability of a sale by 30%-50%. However, physical, brick and mortar stores that sell large products such as kitchens, furniture and appliances are frequently unable to display the full variety of their products, due to the high display costs.
Often highly customizable products can’t be displayed (kitchens for example).
The physical, brick and mortar retail market hasn’t made a leap forward for a long time. This creates a tough market with very low profit margins. There is a clear and pressing need for a new shopping experience that will be wonderful for customers, while increasing sales and reducing costs for the retailer.
We help retailers (initially kitchen, furniture and appliance stores) to increase sales and reduce costs, using Virtual Reality (VR) technology.
We use a VR headset and a gesture recognition camera to create a high quality, enjoyable experience that allows customers to interact naturally with products using only their hands, view from every angle and customize the product in the VR.
Placing our product in stores, will help retailers to increase sales by:
• Creating endless store space, allowing them to display the full variety of their products
• Enabling new level of customization illustration and interaction with products.
• Learning and understanding customers better, using consumer behavior analysis.
And, on the other hand, reduce costs by letting go store space
• Amazing shopping experience – By using a gesture recognition camera, users can interact with products in the VR through natural hand gestures, while viewing them from every angle.
• Customized prototypes generated in seconds – Customization of product texture, size, color, models, etc. For instance the ability to create a kitchen structure, texture and materials, while in the VR world.
• Limitless expansion of (virtual) store space, at minimal cost which will lower retail expenses dramatically.
• New opportunities for consumer behavior analysis and A/B testing techniques that will become a new growth engine.
• A multiuser shopping experience – Family and friends, sales staff, or designers can be part of the VR shopping experience.


Viveri Expands Neelikon Offerings
Following Viveri’s successful introduction as Neelikon’s exclusive North American distributor of regulated Food Colors, Viveri is proud to announce the expansion to include Neelikon’s full range of Colors for Pharmaceuticals, Cosmetics, Personal Care and Inks. This includes not only US FDA certified FD&C and D&C Dyes and Lakes, but also Neelikon’s complete line of inorganic pigments.
North America’s Cosmetic and Pharmaceutical Industries can now realize the same benefits this relationship has provided the Food Industry with for the last three years – Neelikon’s high quality colorants paired with Viveri’s sales, technical and regulatory support, local inventories, and competitive pricing.
For more information, please contact Viveri at (216) 391-8050 or firstname.lastname@example.org.


Building the Clean Energy Future
XRG Energy Inc. is dedicated to transforming the energy sector through the fundamental principle of Exergy. Our primary objective is to pioneer innovation and deliver state-of-the-art energy solutions that optimize efficiency and promote sustainability in energy utilization. By leveraging Exergy, we aim to minimize energy waste while maximizing the production of useful work within energy systems. Our team of experts is deeply committed to developing groundbreaking technologies that unleash the full potential of energy resources, all while minimizing the environmental footprint. As we relentlessly pursue excellence and prioritize Exergy, we are actively empowering businesses and communities worldwide to realize a more sustainable and prosperous future. Through our expanding global network, we ensure efficient sales and distribution of our advanced energy solutions to customers across the globe.
In XRG Energy, our collaboration extends beyond industrial partners to include the final users who seek convenient and integrated energy systems. Whether it's for mobile applications or utility-scale uses, we strive to provide tailored solutions that meet their specific needs. By engaging directly with end-users, we gain valuable insights into their requirements and preferences, enabling us to develop and deliver energy systems that seamlessly integrate into their operations.
At XRG Energy, we extend a warm welcome to new investors who are interested in supporting our strategic vision of becoming a leading supplier in the green energy solutions market. One of our key advantages is our ability to seamlessly integrate the entire value chain, which allows us to maximize the lifecycle of the cutting-edge technologies we deploy and develop. By joining forces with us, investors can contribute to the growth and success of XRG while playing a crucial role in driving the transition to a more sustainable future.
At XRG Energy, we collaborate with global industrial partners in innovation, engineering, procurement, distribution, and production, both globally and locally. This diverse network enhances our capabilities and allows us to deliver efficient energy solutions worldwide.
We leverage cutting-edge technology to swiftly bring state-of-the-art technologies into the market, facilitating the shift away from less efficient conventional methods. By integrating the finest technologies and expertise from our expanding global network, our solutions optimize energy systems' efficiency, specifically exergy.(XRG).
The turn-key and efficient clean energy system provided by XRG Energy offers storage, generation, smart controls, and diesel transition connection within a standard container (20, 40, 40 feet) using a rack-mounted modular design. The system is seamlessly integrated with an energy management system (EMS Smart – Energy Management System) and a control program (SCADA). These containers can be easily connected to various types of renewable energy production.
XRG Energy is a leading developer for systematic utilization of integrated energy solutions, driving innovation to facilitate the transition of off-grid territories away from fossil fuels. We also lend our expertise to grid operators, assisting in the modernization of their infrastructures and promoting a greater emphasis on renewable energy sources. Through our expanding global network of channel partners, XRG comprehends the paramount importance of addressing electricity supply challenges in various regions worldwide, harnessing this collective intelligence to maximize efficiency in our energy systems, much like the concept of exergy.
With over two decades of experience, our manufacturing and technology partners have been at the forefront of developing and implementing microgrid technologies. XRG serves as the platform to deliver comprehensive energy solutions precisely where they are most needed. We meticulously recommend energy storage solutions that align with the specific requirements of each region.
Our energy storage containers are adaptable to a multitude of scenarios, whether it be for humanitarian assistance, one-time festive events, temporary industrial operations, permanent community power supply, or seawater desalination plants. These mobile and turnkey (Plug & Play) solutions offer a range of options:
Intermittent energy smoothing: Our batteries can be seamlessly integrated with solar and/or wind farms to facilitate their grid integration, ensuring a smooth and reliable energy supply.
Frequency and voltage management: Our batteries are intelligently programmed to automatically support the network, efficiently managing and stabilizing frequency and voltage fluctuations.
Energy shifting (arbitrage): Our batteries capitalize on production surpluses or periods of low-cost production by charging, and discharge during periods of production scarcity or high costs, optimizing energy utilization and cost-effectiveness.
Deferral in network investment (virtual line): By installing our batteries, the need for constructing new power transmission lines can be avoided, providing a cost-effective alternative to expanding the network infrastructure.
Creation of a grid: Our batteries have the capability to replace generators, forming a grid system that facilitates greater penetration of renewable energy sources, enabling a more sustainable and resilient energy ecosystem.
At XRG Energy, we remain committed to driving the adoption of storage solutions and empowering communities and industries to embrace sustainable energy practices.
Lithium-ion batteries currently hold a prominent position in the battery market. ADEME (French Environment and Energy Management Agency) and IRENA (International Renewable Energy Agency) have independently affirmed that lithium, in terms of its geological availability, is not significantly exposed to supply risks. However, continuous research efforts are being directed towards exploring alternative approaches that reduce reliance on limited resources.
At XRG Energy, we recognize the limited lifecycle of lithium, encompassing considerations such as the environmental impact of sourcing, end of life management, and the finite lifespan of batteries. Consequently, we are deeply committed to driving down the cost of eco-friendly alternatives. This commitment spans various dimensions, including optimizing utilization, exploring alternative raw materials, improving procurement practices, optimizing the value chain, and creating opportunities for establishing local supply chains and fostering green economies.


Senior Manager Market Data
Teodora Angelova is a Market Data Coordinator at MedTech Europe, working mainly on In Vitro Diagnostics and Cardiovascular industry trackers. She is supporting the Market Research Committee – responsible for the management and development of the market statistics services (MIS and GDMS) and the annual update of the Global In Vitro Diagnostics Classification (GIVD). Teodora’s goal is to deliver timely and accurate global market intelligence information to MedTech Europe’s Corporate and National Association members and to answer any ad-hoc industry data needs.
1 blog from the author
Posted on 22.03.2023
Europe’s in vitro diagnostics (IVD) market has expanded sharply since 2020, with demand for SARS-CoV-2 tests driving double-digit growth for the past two years. In 2020, total revenues for the IVD sector rose by 29.1%That striking growth rate was eclipsed by 2021’s unprecedented growth of 43.7%.


75 percent of your payment is invested in an endowment fund to pay for all future costs. We set the cost per MB such that the income from the endowment fund will be sufficient to cover all expected future costs. In particular, we calculated the present value of all future costs conservatively, assuming that some of these, such as the cost of labor, will grow steadily, while others, such as the cost of storage, will remain constant.
An endowment fund is required to preserve the principal (the money invested) in perpetuity, and only pays out investment income, such as interest, dividends and capital gains. As a 501(c)(3) non-profit organization, the Foundation is not liable for taxes on income from its exemption-related activities, and can thus use all of its income to preserve your data for posterity.
The annual investment income is expected to be sufficient to cover ongoing costs forever and to pay for periodic migration of data to new formats. In case of unforeseen events such as spikes in the cost of labor or electricity, the Foundation has established a set of priorities and procedures, such as increasing the price per MB for new users or migrating data to formats that allow better compression, to guarantee the preservation of your data.
Consistent with the requirements for an endowment fund, our investment policy is conservative: more than 50% of the fund is invested in investment-grade fixed income securities, and the remainder is invested in a highly diversified portfolio of other investment products favored by university endowment funds, including common and preferred stock. Diversification across asset classes, industries and geographies reduces the risk of the fund.
Most money is invested in low-cost index-tracking funds to achieve a high level of diversification with minimal transaction costs. In particular, we only invest in funds with an annual expense ratio below 0.2 percent of assets under management.
Our operational expenses include the costs of website hosting and backup data storage, database and website maintenance, including periodic data migration to new formats to prevent file format obsolescence, and customer support. Nearly 95 percent of your contribution pays for operational expenses, now and in the future, while 4 to 5 percent cover the cost of payment processing, i.e., credit card transactions.
Our administrative expenses include all other expenses, such as administrative salaries, rent, accounting and legal fees. These expenses are very low, accounting for less than 0.5% of fund value annually.


ISLAMABAD: “It is surprising that there are so many multinational companies running fast food restaurants in Pakistan,” says a foreigner in one of the KFC restaurants in Islamabad. “Yes, I like the food in KFC, being an American, but I would have lived very well on Pakistani flavoured chicken, too, and maybe it would have been healthier,” and then she pauses, because she is not quite sure that the oily Pakistani food is healthy if consumed every day.
Most of the foreign chains have their headquarters in America, such as KFC, with two outlets in Islamabad and a total of 69 in Pakistan, and Pizza Hut, with three outlets in Islamabad and 57 in the country. And then there is a new American chain in the country, named Hardees, with an outlet in Rana Market in the F7 sector.
In F-6 Super Market, there is a South African chain named Nandos, and that, too, specialises in chicken dishes, with special trademark flavours of sauces, certainly with secret recipes.
“No, Pakistan doesn’t need foreigners to prepare chicken for them. If there is something Pakistanis are good at, then it must be making delicious chicken dishes,” a Danish customer jokes.
“But international food chains are everywhere in our globalised world. They may not contribute to the local economy; rather they would take out profit from the country. Perhaps they add some value, though, in better hygiene and maybe also in ambiance.”
“Young people in particular like to go to the modern-looking fast-food restaurants. It costs more than in local restaurants, and the food may not be better. But it is still worth it, well as long as the family can afford it.”
“That means that the youth and older people, too, go to eat in places where they feel they belong, where they want to be seen, and where the friends of their class and background go. Economists call this ‘conspicuous consumption’, meaning that it is not really the product that is important, but it is all that comes with it.”
“If somebody buys a very expensive car, with horse power meant for high-speed driving German autobahns, he cannot make much use of it in Pakistan. But, it is still great to be seen in such a car. And if people can afford it, and they pay taxes to the government, I have nothing against it either,” the thoughtful Dane says, adding that even the Scandinavians, who used to be quite puritan, now can be seen in Lexus and Cadillac cars. We seem to show off more than before, and we don’t care if some think it is wrong, because so many others are impressed.”
“I don’t like foreign food,” says Asif Farooq, who comes from Multan and is a driver for a European family in Islamabad.
“When I take them to a posh restaurant in the city, I am given money to take food, too, and I always go to a local restaurant, where they have daal, roti and chicken prepared the way I like it,” he says.
“Or I go to Savour Foods in Blue Area, or one of their other outlets in Islamabad and Rawalpindi, where they have the chicken rice pulao dish with Pakistani style salad of raw tomatoes, onions and cucumber. It is a very popular place for young people, Asif adds.
“I believe that Pakistani restaurants can do much better than they are doing,” says Wazir Ali, who came back from the UK to establish MJ’s Bakers in Islamabad, which is a local company, but has an international flavour to it.
“I think about my own business and customers,” Wazir says. “I agree with those who say that international chains are not really needed. But they, too, should be allowed to operate in the country, and it is the quality and image of the local outlets that will determine our success. We can learn from foreigners, too. But we must also do things our own way,” Wazir says, mentioning that MJ’s is a supplier of bakery products to several international restaurants.
Hamid Faraz in Gourmet Bakers, with several shops in Islamabad, is proud of cooperating with Habanero Express for the new local beef and chicken hamburgers.
“We have just started with it and we believe there is a great future for local brands, which are copies or hybrids of the foreign versions. We use mostly local ingredients but import some flavouring from abroad so the taste becomes right. And we are much cheaper than the foreign chains. Why do we like to eat foreign food when the local is as good or better,” asks Hamid.
“I agree entirely with those who say we should develop our own food industry,” says Dr Munawar Sher Khan at St Joseph’s Hospice in Rawalpindi.
“It is a status symbol to go to foreign fast food chains, but we don’t realise that they are actually meant for a quick and cheap meal for busy people; and they are meant to be cheaper than ‘proper’ restaurants, but that’s not the case in Pakistan. Some of them may buy cheaper raw materials and cut corners as for hygiene,” the doctor says.
“As soon as we develop good local alternatives, I believe we can attract customers and be even more successful than the foreign chains. We can be cheaper and better.”
“That goes for other sectors, too, such as education institutions and hospitals. We can make the local ‘brands’ as good as the foreign ones, and then the upper middle class don’t have to send their children abroad for their education, or go for medical treatment abroad. We can make many hospitals as good as Aga Khan and Kulsoom, and many schools and colleges equal to Beacon House and Atchison. Then we can be prouder and more indigenous Pakistanis,” says Dr Munawar Sher Khan.


Nairobi, March 13, 2017…East African Breweries Limited announced today the issuance of the second and final tranche of its Domestic Medium Term Note (MTN) Programme, seeking to raise a total of up to KES 6 billion. The Note will bear interest at a fixed annual rate of at least 14.17% until maturity on March 28, 2022.
This is the second phase of the KES 11 billion Programme, which in 2015 raised a total of KES 5 billion, an issuance that recorded a subscription rate of 180%.
The second and final tranche which has already received approval from the Capital Markets Authority (CMA) will provide EABL an opportunity to match its borrowings with its medium-to-long term capex and working capital investment aimed at building capacity and optimizing operations. The issue is aimed at achieving an optimal capital structure.
The minimum investible amount of the bond, which will be listed on the Fixed Income Securities Investment Segment of the Nairobi Securities Exchange, is KES100,000 and integral multiples of KES 100,000.
The Placing Agents for EABL’s MTN Program are; Barclays Bank of Kenya & Barclays Financial Services Limited, and CFC Stanbic Bank & SBG Securities Limited. CFC Stanbic are also the Fiscal Agent, while Coulson Harney Advocates are the Legal Advisors in this transaction.
Copyright © East Africa Breweries Limited 2013


I would definitely recommend Pro100movers if anyone is planning to move to another city or state. The price is lower than other companies. Manager accurately calculated hourly rate, made a contract. The contract included a basic insurance of things. The team members were polite, offered advice and answered all questions.
Transported furniture with the company Pro100movers in another city. Additionally I ordered the packing. I was asked in advance what kind of furniture I have in order to bring the right tools. They took the furniture apart and carefully transferred it to the car as I couldn’t have done it myself as the mechanics were […]
Big thanks to Pro100movers for quick delivery and low prices. The agreement was written competently, delivery cost was not overpriced – I paid for 3 hours. The car was delivered promptly at the appointed time without delay. The driver is very polite and punctual, a team of movers responsible and neat.
After a long search and selection of transportation companies, I decided to turn to Pro100movers. I needed to move my furniture and personal belongings to another state. Our manager called me the price by phone in advance, and then I received a final offer by email. I ordered to transport my mother’s belongings. And since […]
Thanks, Pro100movers. Worked perfectly. My manager contacted me promptly, asked qualifying questions about the delivery, clearly indicated the schedule and price of delivery. The company told me that the driver is allowed to drive for not more than 12 hours, and we need at least 18 hours to get there. So they sent two drivers […]
I searched for a shipping company on the internet for a long time. I chose Pro100movers. I wasn’t mistaken and didn’t regret it. I was happy with all conditions, time and cost. I paid for 3 hours per contract and then paid for another hour – there were a lot of items. The contract specifies […]
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Filing Chapter 7 Bankruptcy in Hagerstown
To ensure you navigate the Chapter 7 bankruptcy process successfully, it’s crucial to consult with a bankruptcy attorney today.
A bankruptcy attorney possesses the expertise and knowledge needed to guide you through the complex legal procedures involved in filing for Chapter 7 bankruptcy.
They’ll assess your financial situation, help you complete the necessary paperwork, and represent you during court proceedings.
With their assistance, you can maximize your chances of achieving a fresh start and overcoming your financial difficulties.
Chapter 7 Bankruptcy: The Basics
Chapter 7 bankruptcy is a legal process that allows individuals and businesses to eliminate their debts and start fresh. Understanding the basics of Chapter 7 bankruptcy is essential for anyone considering this option.
This includes knowing how it works, the eligibility requirements, the difference between dischargeable and non-dischargeable debts, and the property exemptions available.
What Is It?
Chapter 7 Bankruptcy provides individuals with the opportunity to eliminate their debts and obtain a fresh financial start. It’s a legal process that allows individuals to have their eligible debts discharged, meaning they’re no longer responsible for paying them. This can include credit card debt, medical bills, and personal loans.
However, not all debts are eligible for discharge, such as student loans and child support payments. It’s important to consult with a bankruptcy attorney to understand the specific requirements and implications of filing for Chapter 7 Bankruptcy.
How Does it Work?
Filing for Chapter 7 Bankruptcy provides individuals with a legal avenue to eliminate their debts and start anew financially.
Once the bankruptcy petition is filed, an automatic stay is issued, which halts all collection actions by creditors.
A trustee is appointed to review the case, liquidate any non-exempt assets, and distribute the proceeds to creditors.
After completing a credit counseling course, the debtor is granted a discharge, officially relieving them of their debts.
To be eligible for Chapter 7 Bankruptcy, individuals must meet certain requirements as outlined by federal law. These requirements include passing the means test, which evaluates one’s income and expenses to determine if they have enough disposable income to repay their debts.
Additionally, individuals must undergo credit counseling within six months prior to filing for bankruptcy. It’s important to consult with a bankruptcy attorney to ensure eligibility and navigate the process smoothly.
Dischargeable vs. Non-Dischargeable Debts
After meeting the eligibility requirements for Chapter 7 Bankruptcy, individuals must understand the distinction between dischargeable and non-dischargeable debts.
Dischargeable debts are those that can be wiped out or eliminated through bankruptcy, giving the debtor a fresh start.
Non-dischargeable debts, on the other hand, can’t be eliminated and must still be paid even after filing for bankruptcy.
It’s crucial to know which debts fall into each category to effectively navigate the Chapter 7 bankruptcy process.
Chapter 7 Property Exemptions
Chapter 7 bankruptcy allows individuals to protect certain property from being liquidated to pay off creditors. This is achieved through property exemptions, which vary from state to state.
In Hagerstown, Maryland, individuals filing for Chapter 7 bankruptcy can utilize exemptions such as the homestead exemption, which protects their primary residence up to a certain dollar amount. Other exemptions may include personal property, such as vehicles, household goods, and retirement accounts.
Understanding these exemptions is crucial when filing for Chapter 7 bankruptcy in Hagerstown.
How to File for Bankruptcy Chapter 7
Filing for Chapter 7 bankruptcy in Hagerstown can provide individuals with a fresh financial start. To file for bankruptcy under Chapter 7, follow these steps:
- Gather and organize all financial documents, including income, expenses, debts, and assets.
- Complete credit counseling from an approved agency.
- Prepare and file bankruptcy forms, including a petition, schedules, and a statement of financial affairs.
- Attend the meeting of creditors and cooperate with the bankruptcy trustee.
- Complete the debtor education course.
- Receive the bankruptcy discharge, which eliminates most debts.
Bankruptcy Chapter 7 vs. 13
When considering bankruptcy options, individuals may find themselves weighing the differences between Chapter 7 and Chapter 13.
Chapter 7 bankruptcy, also known as liquidation bankruptcy, involves the sale of assets to pay off debts. It offers a fresh start by eliminating most unsecured debts.
On the other hand, Chapter 13 bankruptcy, also known as reorganization bankruptcy, allows individuals to create a repayment plan to pay off their debts over a period of three to five years.
Is Chapter 7 Bankruptcy Right for You?
Determining whether Chapter 7 bankruptcy is the right choice for an individual can be a complex decision. Seeking assistance from a bankruptcy attorney is crucial in understanding the specific circumstances and financial implications involved.
They can provide knowledgeable guidance and help navigate the process to ensure the best possible outcome for the individual.
Get Assistance from a Bankruptcy Attorney Now
If you’re unsure about whether Chapter 7 bankruptcy is the right choice for you, seeking assistance from a bankruptcy attorney can provide the guidance you need.
A bankruptcy attorney is an expert in the field and can assess your financial situation to determine if Chapter 7 bankruptcy is the best option for you.
They can also guide you through the complex process, ensuring that all necessary paperwork is filed correctly and helping you understand your rights and responsibilities during the bankruptcy proceedings.
Get in touch with us today
Acknowledge the significance of choosing cost-effective yet high-quality services for filing Chapter 7 bankruptcy. Our expert team in Hagerstown is prepared to assist you with all aspects, whether it involves comprehensive guidance or minor adjustments to enhance the effectiveness and success of your Chapter 7 bankruptcy filing!


“The East Lincoln Business Association exists to support and strengthen businesses located in East Lincoln by providing opportunities for networking, promotion and representation.”
Benefits of Becoming a Member of ELBA:
Local businesses make an impact in the lives of Lincoln’s citizens. Our members contribute to this through the products and services they offer, the taxes they pay, the payroll they provide, and the charities and community programs they support. ELBA gives you an opportunity to help determine what this impact will be.
Our goal is to build a dedicated and growing network of people. We enhance the business climate of East Lincoln as a result. Also, we aim to foster local business growth.
The East Lincoln Business Association also gives us a political voice. Therefore, we are heard when a proposed action is to be taken in our area.
Join the East Lincoln Business Association
Thank you for taking the time to learn about what we do! If you are interested in joining, register by clicking on the button below.


"Hi, my name is Kat Heinrich and I work for Rawtec as a Senior Consultant and in this role we advise governments and industry on how to become more resource-efficient.
"I also chair the International Solid Waste Association Young Professionals Group, which is a group of 70 young professionals involved in solid waste management from across the world, representing over 35 countries.
"My role at Rawtec is part of the Circular Economy in the way that we assist governments and businesses to come up with strategies and programmes to better manage their resources. So things like waste reduction programmes, things like recycling programmes ...
"I first heard about the Circular Economy through Green Industries SA, which is a State Government Agency in South Australia, which really takes the lead on efficient waste and resource management.
"The reason why the Circular Economy is important to me as a person is, it’s about the future. I mean we know that we can’t continue consuming resources the way we do. It makes sense from so many different perspectives: an environmental perspective, a job’s perspective, climate change perspective, a food-security perspective…
"So, it’s about being smart about what we want to do in the future.
"So, in the next 5 to 10 years, I see the biggest change that we can make with the Circular Economy will be about (being) focused on food waste. So, food waste is such a huge issue in cities across the world, including South Australia. And it’s such a waste of resources. We generate so much of it and it needs to be recaptured and put into the carbon cycle again, as nutrients as compost into the soil. "
Kat Heinrich - Senior Consultant, Rawtec
With a background in consulting and a qualification in economics, Kat Heinrich regularly provides advice to organisations on a range of waste management, business and sustainability issues. Kat has undertaken key work for state and federal governments including Disaster Waste Management, state waste accounting and waste and resource recovery infrastructure planning.
Other areas of specialisation include delivery of waste audits and reviews, provision of waste management advice to architects/planners for new developments, and review of waste policy and services for governments.
Kat brings an international perspective on solid waste management. She is Vice Chair of the International Solid Waste Association (ISWA) Young Professionals group, and works with the group on a range of global waste initiatives.


Pradarshani Marg, Putalisadak, Kathmandu
Australia offers excellent opportunities for studying, working, and living, making it an attractive destination for individuals from around the world. The country is known for its high-quality education system, with several prestigious universities and institutions that consistently rank among the top globally. International students can choose from a wide range of programs and fields of study, including engineering, business, medicine, and the arts. Moreover, Australia's multicultural society ensures a diverse and inclusive learning environment.
In terms of work, Australia provides numerous employment opportunities for both residents and international professionals. The country has a strong economy, with thriving industries such as mining, finance, tourism, and healthcare. Additionally, Australia offers a range of work visas and pathways for skilled migrants, allowing individuals to contribute their expertise to the country's workforce. The work culture in Australia is generally balanced, with a focus on work-life balance and employee well-being.
Australia is an excellent choice for studying abroad due to its world-class education system, diverse multicultural environment, and abundant opportunities. Australian universities consistently rank high in global rankings, offering a wide range of courses and research options. The country's welcoming atmosphere, safe cities, and vibrant lifestyle make it an ideal destination for international students. Additionally, Australia's strong economy provides numerous part-time work options and post-study employment opportunities, ensuring a rewarding experience both academically and professionally.
The cost of studying in Australia varies depending on factors such as the chosen institution, course, and location. On average, international students can expect to pay between AUD 20,000 to AUD 45,000 per year for undergraduate programs and AUD 22,000 to AUD 50,000 per year for postgraduate programs. Living expenses also need to be considered, which can range from AUD 18,000 to AUD 25,000 per year. Scholarships and part-time work opportunities can help offset some of these costs.
The education system in Australia is renowned for its high quality and rigorous standards. It follows a three-tiered structure consisting of primary education (from kindergarten to Year 6), secondary education (from Year 7 to Year 12), and tertiary education (university and vocational education and training). Australian universities offer a wide range of undergraduate and postgraduate programs across various disciplines. The education system emphasizes practical learning, critical thinking, and research skills, fostering a student-centered approach. It is regulated by the Australian government to ensure consistent standards and accreditation of institutions and programs.
Australia is home to a considerable number of universities, with approximately 43 universities spread across the country. These universities offer a diverse range of programs and degrees, catering to a broad spectrum of academic and professional interests. The universities vary in size, reputation, and specialization, providing students with a wide array of options to choose from for their higher education journey.


Since 1860, Lows is the oldest family business in Uxbridge. It was Mr. McGuire, the maternal grandfather of John Low Sr., who owned the Uxbridge Piano and Organ Co. and also sold caskets and furniture from the original location. About 1891, they moved the business to its current location at 76 Brock Street West. John Low came into the business in 1917 and was actively engaged in both the funeral home and furniture store businesses until the 1950’s.
Bill Low came into the business in 1949. In 1964 the original name of McGuire and Low, was changed to Low and Low upon incorporation. In 1988 John Low, the fifth generation joined the business. Our store has undergone many changes in the past year, and we are pleased to present a newly renovated bed shoppe and store front. Moving forward, we have exciting plans of further expanding our store and offer a greater selection of living and dining room furniture; and welcoming our 6th generation into the business. At Low’s we pride ourselves on providing great quality and selection of unique furnishings at reasonable prices, with small town friendly service.


Why Build a Website?
In a world that is increasingly digital, having an online presence has become vital for businesses and individuals alike. A website can serve as a virtual storefront, allowing potential customers to learn more about your offerings and connect with you easily. But beyond just presenting information, a website can also provide a platform for engaging with your audience, building credibility, and even generating revenue.
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In conclusion, there are countless reasons why building a website is important in today's digital landscape. Whether you are a small business owner, freelancer, or individual looking to establish an online presence, a website can help you reach new audiences, build credibility, and achieve success.