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CyberPowerPC partners with Oculus and AMD, announces $499 VR-Ready gaming PC

CyberPower today announced the immediate availability of its Gamer Ultra VR Desktop – an Oculus Ready gaming system in partnership with AMD and Oculus Rift. The system when bundled with the Oculus Rift headset, will retail at $499 at select online retail partners BestBuy and Amazon. Complete cost of the bundle with Rift headset is $1,099.98.

Eric Cheung, CEO of CyberPowerPC, said:

“This bundle will be the first complete AMD Oculus-ready gaming PC that provides the full experience of VR gaming at an affordable price.”

The system is fully powered by AMD technologies including the quad-core AMD FX 4350 processor and the all-new AMD Radeon RX 470 graphics card. The AMD FX processor line boasts the highest clock speeds you can get on a consumer desktop PC, with twice the cores and cache memory of similarly-priced competition. Additionally, the Radeon RX 470 includes 4GB of GDDR5, which provides high resolution gaming and VR-readiness out of the box.

The Gamer Ultra VR will also come with 8 GB of memory and a 1 TB hard drive to ensure that customers do not run out of space to store all their VR games and content.

Nate Mitchell, head of Rift, Oculus, added:

“Less than a year after launching the Oculus Ready program, we’re thrilled to see that the all-in price for jumping into the highest-quality VR experience continues to drop by hundreds of dollars. Thanks to the efforts of hardware companies like CyberPowerPC and AMD, more people will have the opportunity to enjoy the amazing games and experiences coming to Rift this year.”

This partnership between Oculus, AMD and CyberPowerPC brings more affordable VR ready PCs and headsets to the larger gaming community. The system offered in the bundle has been extensively tested by both CyberPowerPC and Oculus to ensure that it is perfectly compatible with the Oculus Rift headset and is officially certified Oculus Ready.

The Gamer Ultra VR Bundle will be available for purchase on and starting January 9th that includes a CyberPowerPC Gamer Ultra PC along with the Oculus Rift Headset.


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The independent news organization of Duke University

Michael Jackson’s 'Invincible' is an underrated gem

in retrospect

I have something I need to admit — I don’t particularly like most of Michael Jackson’s music. It’s an unpopular opinion for sure, and it’s not at all an opinion based on anything other than my own personal tastes. I respect “Thriller,”  but I never listen to it for fun. I think “Billie Jean” is catchy, but I’ve never listened to that song outside of social functions. No matter how much I try, I always feel disconnected from his classics.

My personal tastes aside, Michael Jackson was a prolific artist, releasing ten studio albums throughout his career. His sixth album, “Thriller,” is the best-selling album of all time. His discography is simply legendary. One day, I was curious about the last non-posthumous album he ever released. That’s when I stumbled across his 2001 album, “Invincible.”

At first, I was a bit shocked, because in my mind, Michael Jackson was just a twentieth-century icon, and I had no idea he released an album as recently as 2001. When I dug deeper, though, the more bewildered I grew with this album. It blends together R&B, hip-hop, soul, and pop and has a variety of guest appearances, from Biggie Smalls to Slash. I was intrigued, to say the least, even more so by the hostile critical reception it seemed to receive. “Invincible” as of today holds a 51/100 aggregate review rating on Metacritic, and received a one-star rating from Rolling Stone, criticizing the album for what it characterized as “grim calculation.”

I’ll definitely have to disagree with Rolling Stone. Upon listening to the album myself, I encountered a wonderful, forward-thinking body of work, with plenty of catchy songs that have been trapped in my mind since. In fact, what I discovered was that my previous qualms with Michael Jackson’s music were nowhere to be found on “Invincible.” In fact, I thought that “Invincible” was one of the most ahead-of-its-time albums I’ve ever listened to. The sounds which Jackson works with are simply hypnotizing, early examples of trends that found footing long after he died.

The mix of genres present on the album is also really neat to listen to. The album begins with “Unbreakable” featuring Biggie Smalls, with a bouncy beat that draws you in with Jackson’s ability to glide effortlessly over the instrumentals. The transition into Biggie’s verse is smooth, so smooth in fact that there’s virtually no way to tell that this verse is actually a  sample from a Shaquille O’Neal song. “Unbreakable” is a great song, yet it’s not even a highlight on the album. The second song, “Heartbreaker” is equally strong. Michael Jackson’s ability to create catchy melodies was unmatched by his contemporaries, and still today it clears many modern artists.

Other highlights include “Break of Dawn” and “Heaven Can Wait,” two very relaxed love songs that I can put on at any time, no matter my mood. The absolute standout of the album, though, is “Butterflies.” Another love song, the melody swells throughout the song as the chords build up before reaching a wonderful pinnacle at the chorus. I listened to this song not only on Spotify but also Youtube’s various “lofi slowed/reverb” remixes. “Butterflies” has worked its way up the list of my favorite R&B songs.

The album is not without flaws, though. There are a few too many songs, with the album lasting one hour and fifty-six minutes. The audio mixing on certain songs is also oddly amateurish, forcing me to turn up my headphones just to hear the vocals of the guest artists, only to turn them down again when Jackson started singing again as if Jackson and the guest artists were set on two drastically different volumes. Fortunately, it is rather easy to look past this.

I think the biggest detriment to the album’s success at the time of its release was Jackson’s reputation. The fact of the matter is, if this album was released by an unnamed artist, the discussion surrounding this album would be not that it was “underrated,” but rather that it was a strong album. I think that this is probably the only Michael Jackson album I’ll ever love, but I know most people do not love it as much as his other albums, and that is okay. “Invincible” is a great album, and that’s all I need it to be.

Share and discuss “Michael Jackson’s 'Invincible' is an underrated gem” on social media.


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Situated in Varanasi, 1.3 km from Dasaswamedh Ghat, The Funky Monkey Hostel features a breezy accommodation with a shared lounge, free private parking, a garden and barbecue facilities. Located around 1.5 km from Manikarnika Ghat, the hostel is also 1.7 km away from Kedar Ghat and has everything that you need in one place.

The accommodation provides free WiFi, a 24-hour front desk with information on city tour plans, booking centres, a shared kitchen and a currency exchange centre for guests. The hostel also avails certified yoga retreats and has the best cafe in Varanasi.

At The Funky Monkey Hostel, the rooms come with a desk, a seating area, a terrace and the guests at our accommodation can enjoy a continental breakfast as well.

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Singapore defense minister: Cost of conflict in South China Sea ′too high′ | Asia | An in-depth look at news from across the continent | DW | 18.02.2019

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Singapore defense minister: Cost of conflict in South China Sea 'too high'

In an interview with DW, Singapore's Defense Minister Ng Eng Hen downplayed concerns over a major confrontation emerging in the region and said that calling China a regional hegemon was a matter of "opinion."

China and several Southeast Asian countries, including Vietnam, the Philippines, Indonesia and Malaysia, have competing claims over territorial waters in the South China Sea (SCS). In recent years, Beijing has been building airstrips and hangars, as well as stationing anti-aircraft and anti-missile systems in the Spratly Islands — a collection of reefs and rocks located off the coast of the Philippines.

China claims sovereignty over a large part of the South China Sea, although these claims were rejected by an international tribunal in 2016. The head of the US Pacific Command at the time warned the international community about China's "assertive, aggressive behavior in the South China Sea."

Read more: Can China rival the US Navy in the Pacific?

At this year's Munich Security Conference, Singapore's Defense Minister Ng Eng Hen spoke to DW about the importance of multilateral cooperation and transparency between countries in avoiding conflict.

DW: The South China Sea has been a flashpoint for quite some time. In case of an all-out military confrontation, what could Singapore do to diffuse tensions?

Ng Eng Hen: I don't think an all-out confrontation will take place. All the parties involved — the claimant states and the international community — recognize that the price is too high and the issues in the South China Sea do not warrant an actual physical confrontation.

Having said that, it doesn't mean there can't be any miscalculations or mishaps. This occurred recently when the [USS] Decatur during a freedom of navigation operation came close to a Chinese ship. We all recognize that there's been dispute over territorial claims of China, the Philippines, Vietnam, Malaysia and Indonesia, with a slight overlap of their exclusive economic zones (EEZs) with the nine-dash line [China's demarcation line in the South China Sea].

Read more: China tells US to stop sending warships near Beijing-claimed islands in South China Sea

All the claimant states have built on the disputed territory. Some argue that China has built more — whatever the case, all have done so. Whatever China has done, whether it's in the Spratlys or the Paracels, has allowed them to operationalize their forward defense line. It's now some 800 kilometers (500 miles) from the mainland coast, with intelligence, surveillance, reconnaissance capabilities, extended runways, which can accommodate their planes including aircraft and fighter jets. The features on the South China Sea have point defense systems. I doubt if anyone is thinking of pushing the Chinese off.

Are you worried about it? Do you think it could also endanger Singapore's security?

Not Singapore's security, but you know the South China Sea is one of the busiest sea lines of communication, carrying a sizeable load of global trade and functioning as a maritime passage for oil — a strategic asset. But all the countries know that. So it's not so worrisome for Singapore. They will be careful not to precipitate any confrontation. In fact, on the ground, there have been some incidents, but on a historical scale and compared to some other regions, it's significantly less.

Do you think China's belligerence and increasing hegemony could pose a challenge to other countries as well?

That's an opinion. From China's perspective, they term it a peaceful rise, which they want other countries to participate in and to that extent, I think there is some truth to it. For the past decade, in the aftermath of the global financial crisis, when Europe and America were in economic doldrums, it was Chinese growth that sustained Asia.

I remember meeting a group of businessmen at the time, including American and European businessmen, and asking them: "Where would you have liked to be in this decade?" And almost to a tee, all of them said Asia. So I wouldn't mischaracterize China's role.

We recognize that China (had made) claims on the nine-dash line, as well as

the arbitral ruling that the Philippines brought upon the Chinese, making a declaration in terms of claims and what the features are entitled to. Well, China has to square that — their position — with international law. The Chinese approach has been to establish a code of conduct with the claimant states and with the Association of Southeast Asian Nations (ASEAN).

Read more: Has Duterte 'surrendered' to Beijing on the South China Sea?

ASEAN appears to be a bit split on the South China Sea issue. What role can Singapore play to help the regional players find common ground?

There's been the declaration of conduct, which preceded the code of conduct, signed by all ASEAN leaders and China in 2012. There has been a consensus statement with the defense and foreign ministers of ASEAN, who consistently declare their resolve for the dispute to be settled by peaceful means and respect for international law.

As to the role Singapore can play: we take a very practical approach. When Brunei had the chair [at ASEAN], we persuaded them to hold an 18-nation maritime exercise, and we succeeded in doing that. This was also an exchange of ten ASEAN countries plus eight others.

Recently, as chair, Singapore facilitated the first ASEAN-China maritime exercise — in China. I think our approach is that you have to increase these engagements to reduce the risk of miscalculation. The ASEAN defense ministers' meeting has also set up hotlines so that you can deescalate.

The interview was conducted by Shamil Shams at the Munich Security Conference 2019

Singapore defense minister: Cost of conflict in South China Sea 'too high'

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Meet The Team

Nelita Groppa

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Director, Project Management

Online, Hybrid, In-person events

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 Director, Project Management & Registration Services

Turning an Idea into an Experience

We have delivered projects globally in Europe, the Middle East, Africa and Russia, Asia, the USA,  and LatAm.

During our careers, we have organised events with top brands such as NOKIA, SAMSUNG, NIKE, Diageo, Bacardi, Vodafone, KIA Motors, MTV, Nickelodeon, etc.

We have worked with several UK agencies, conference and publishing companies like GFC Media Group, Osney Media, NS Media Group as well Gartner, Cisco Live and IGD, research, and training charity which sits at the heart of the food and grocery industry, the GSM Association, the industry organisation that represents the interests of mobile network operators worldwide.

Since March 2020, we have planned and delivered a series of events using a range of different technologies and platforms via an efficient process of transforming any in-person event into a virtual or hybrid experience

In-person events are now back and we are very excited to be working again face-to-face with clients and suppliers.

Virtual events never meant to replace in-person events, but at the same time, by using digital platforms you can expand your reach and involve the audiences that otherwise would not participate.

Hybrid events offer a great opportunity

to explore such technological capabilities.

With a presence in London and Barcelona, The DXM team collaborates with a wide network of professionals to design and deliver in-person and online experiences for B2B events, B2C product launches, experiential events, and roadshows connecting you to your audiences.

Accelerate your business with high-end events and engaging networking ideas.


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Hudson Featherstone Architects, England

Hudson Featherstone Architects, Building News, London Design Studio, Projects, Office

Hudson Featherstone Architects Studio

Contemporary Architect Practice, England, UK Design Office Information

Hudson Featherstone – Key Projects

Featured Buildings by the practice, alphabetical:

Drop House, Hertfordshire, southeast England
Date built: 2001

Baggy House, Croyde Bay, north Devon, southwest England
Date built: 1994-95
RFAC Building of the Year 1995. Baggy House has become one of the best-known and loved modern private homes in the UK.

Though now two decades old, so many of the principles developed for the house continue to be central to our building approach. Situated on one of the most unspoilt stretches of Britain’s coastline, the design lifts elements of the local vernacular and takes on the spirit of the contrast between the soft Devonian landscape and the harshness of its rocky cliffs.

1995 Civic Trust Award
1994 Royal Fine Art Commission and Sunday Times Building of the Year

More architecture design projects online soon

Location: London, south east England, UK

Architecture Practice Information

The English architect practice Hudson Featherstone is no more:

Anthony Hudson founded a new architecture practice, Hudson Architects, in 2002

Sarah Featherstone founded a new design office, Featherstone Associates, in 2002

This architect studio has now been renamed Featherstone Young

Hudson Featherstone Architects Studio UK

Sarah Featherstone is a British architect.
Born: 1966, Barnstaple, south western England, UK
Education: Kingston University
She studied architecture at Kingston University London, the Architectural Association School of Architecture and The Bartlett School of Architecture, UCL, all in London, England. Prior to setting up British architecture practice Featherstone Young with co-director Jeremy Young, she was a founding partner of Hudson Featherstone Architects, and Featherstone Waugh with Andrew Waugh (1992-1995).

Sarah teaches at Central St Martins, University of the Arts London (UAL), on the interdisciplinary MA Narrative Environment course. She has been a visiting critic at various British architecture schools.

English Architecture

Eden Project, Cornwall, south west England, UK
Design: Grimshaw Architects
Eden Project
photo © SealandAerialPhotography
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CB Francuska has another leaseholder in Katowice.

Globe Trade Centre S.A. (GTC) and Vattenfall IT Services Poland have signed a contract about lease of floor space in Office Center Francuska in Katowice.

Vattenfall AB department - Vattenfall IT Services Poland lease 700 sq.meters in Office Center Francuska. Company will move in in June this year.

In the two buildings of Business Center Francuska there is a 21,700 sq.meters of class A.office space.  The level of building rental already exceeds 60%. Among the companies which rent the office space Francuska before is: Ruch, Oracle, Millennium Bank, Nordea Bank, KPMG, Philips Lighting, American Heart of Poland, Arpid and Berlitz.

Investment has EU GreenBuilding certificate confirming the energy savings - it  consume about 40% less energy than typical office building designed and build according to polish law. Most important solutions are: energy saving windows, effective air-conditioning, BMS and navigation of lighting.

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Monday, August 17, 2015

Ranking the Marvels

This weekend Sylvia and I finished Marvel's Daredevil on Netflix, and we were both very impressed with the show's tone, direction, visual style and story. It definitely sets a high-water mark for Marvel's television efforts, and actually compares very favourably to the films.

Having now seen all of the Disney/Marvel shows and films thus far, here's how I'd rate them:

15. Guardians of the Galaxy
By now my friends and readers are sick of hearing about how much I hated this movie. But just in case you missed it...
Read my infamous review.
14. Iron Man 2
Unlike a lot of critics I didn't think Iron Man 2 was a bad film, but it does suffer from a silly antagonist and a too-obvious effort to lay the groundwork for future movies.
13. Agents of S.H.I.E.L.D.
I really didn't enjoy this show at all for the entire first half of the first season. It picked up in its second half, then faltered in season two. I'm enjoying it more now than I was in the beginning, but it's still hit and miss. Here are some silly S.H.I.E.L.D. acronyms I made up.
12. The Incredible Hulk
The Incredible Hulk is an odd duck of a film, more like a really good B-movie than a summer blockbuster. There's nothing really wrong with it, but I struggle to remember any truly standout moments.
11. The Avengers: Age of Ultron
I liked Hawkeye's B-story, the Vision and the Scarlet Witch, and I liked the way the film showed superheroes doing what they're supposed to be doing: saving people. But otherwise I thought this was a little overblown, save perhaps the opening party scene.
10. Thor: The Dark World
As you can see in my original review, I enjoyed The Dark World, but it suffers a little compared to entries that came later.
9. Agent Carter
After Agents of S.H.I.E.L.D. this show came as a delightful surprise. The period setting really helps, as does Hayley Atwell's take as the lead, Peggy Carter.
8. Captain America: The First Avenger
Just good fun. My original review.
7. Thor
Kenneth Branagh took a character I'd never been much interested in and made him and his world engaging and wondrous. Here's my review.
6. The Avengers
I gave this film an A back when it first came out, but it fell flat on my second viewing.
5. Iron Man 3
I thought this film did a great job of addressing the catastrophic consequences of The Avengers, and I liked its well-worn "final battle" climax more than most of those found in the Marvel movies.
4. Ant-Man
I found this film a refreshing change of pace from Marvel's usual sturm und drang; the cast is great and the Pym backstory provides needed depth and weight to the world of the Marvel movies.
Read my mini-review here.
3. Iron Man
The first Marvel Studios movie is still among the best. Robert Downey Jr. as billionaire genius Tony Stark infuses his performance with so much guile and flawed humanity that you can't turn away, and it helps that the story, direction, music and effects match his
2. Daredevil
The Netflix platform gives Marvel's creators the freedom to explore a more mature take on what is, admittedly, a genre that can too easily lapse into silliness. In 13 well-crafted episodes, Daredevil takes us on a compelling journey through the seamier side of the Marvel Universe and its all-too-human denizens; it's worth watching for Wilson Fisk alone, certainly the most compelling villain (perhaps alongside Loki) the studio has yet produced.
1. Captain America: The Winter Soldier
Marvel's most ambitious film delivers crackling adventure and solid commentary on one of the most important real-world issues of our time. Read my rave review here.

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Volunteer Centre Derbyshire Dales

Raise donations for Volunteer Centre Derbyshire Dales whenever you shop online

Turn your everyday online shopping into FREE donations

Over £40m raised for good causes through easyfundraising

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Volunteer Centre Derbyshire Dales

Ashbourne, Derbyshire

Total raised

About this cause

About our cause

Volunteer Centre Derbyshire Dales operates to help volunteers find the right opportunity - and to help organisations find the right volunteer.

All around the Derbyshire Dales, volunteers are helping make life in our communities richer and happier. VCDD works to promote and support that volunteering activity.

In addition, we run two schemes of our own: the Voluntary Car Scheme takes vulnerable people to hopsitals, doctors' surgeries, and other medically-related appointments, while Readycall undertakes befriending and practical tasks for people who require additional support.

easyfundraising® is the UK’s biggest charity shopping fundraising site

It's simple to use and it's free. Since we launched in 2005, we've helped thousands of good causes raise money simply by shopping online. Our community of over 2.1 million loyal supporters has so far raised over £40 million.

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easyfundraising turns your everyday online shopping into free donations for your favourite cause. How? Just start your online shopping first at easyfundraising, then shop as normal. Our retailers will then make a small donation to say “thank you”.

We have 4700+ retailers to choose from and so far we've raised over £40 million for thousands of community groups, schools, sports clubs, small and large charities across the UK. Easy!

Kim Cowling - 1st and 3rd Kilmacolm Guides

Kim Cowling - 1st and 3rd Kilmacolm Guides

easyfundraising has been great for us and so easy to use. Imagine being given free money just for online shopping! Since joining we have raised over £2,200.

Over £40 million raised

2.1 million supporters

160,000 good causes

Over 4,700 shops


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Energy use is a world-wide concern. Everyone, including school communities, has an important role to play in increasing awareness of energy issues and improving energy efficiency.

     The Housing Executive are the official Eco-School's Topic Partner for Energy

Energy in Schools

The energy required for heating, lighting and powering equipment in an ordinary school classroom releases about 4,000 kg of CO2 every year – enough to fill four hot-air balloons 10 metres in diameter. UK schools spend about £450m on energy each year, three times as much as they do on books, and about 3.5% of their budgets.

Some schools will spend four times more per pupil than similar schools in the same region. The difference is often to do with how effectively schools manage their energy use. Surveys show that, through simple low-cost and no-cost measures, schools can reduce their fuel bills by up to 10% while also reducing their CO2 emissions.

Display Energy Certificate (DEC)

Schools with buildings that have a floor area in excess of 500m² are required to have a Display Energy Certificate (DEC). This was effective from January 2013. DECs have been introduced to raise public awareness of the actual energy use and energy efficiency of the buildings they visit. A DEC certificate presents the actual energy use of a building on an A-G scale where A is the most energy efficient and G is the least. The certificate is similar to those that are required for fridges and other new white goods.

The DEC has to be displayed in a prominent place visible to the public. It must be updated each year and will need to be accompanied by an ‘advisory report’ listing measures to improve the performance. This report can last up to seven years before it too will need to be updated, but will not be required to be displayed along with the DEC. To retrieve the certificate using the postcode of your school visit this website.

Further Information

The amount of energy the world uses every day has trebled over the past century. To keep up with the growing demand for energy to heat and light our homes and power our industries, power stations are burning more and more fossil fuels. As well as using up limited natural resources, this process is releasing increasing volumes of carbon dioxide (CO2) – the gas most responsible for global climate change – into the atmosphere.

Energy use will continue to increase. Increasing evidence supports global warming. Between 1949 and 1989, tropical ocean surface temperatures increased by half a degree Celsius. Since 1983, there has been an 8% decrease in snow cover on the continents of the northern hemisphere.

All Eco-Schools are required to carry out an energy audit as part of their Environmental Review and then can choose to set targets for reducing unnecessary energy use through their Action Plan. Visit the Case Studies section for more details on how other Eco-Schools have tackled this issue. It is also worth visiting the Partners section for further information on how our Delivery Partners can advise and support schools to help them reduce their energy use.

Teaching Resources


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Sports entertainment Betting – Gambling This Brilliant Technique For you to Increase Your own Income

Sports betting gambling is usually one of the most widely used wagering pursuits world wide. Together with billions wagered any year and later 2-3% connected with all sports bettors producing a good full time cash flow this comes as not any surprise the average player is looking to sign up for this fraction. Whether your own goal is usually to make quite a few money on the part or maybe completely replace your own personal income, sports betting can turn out to be an untamed animal that a majority of will struggle to consist of.

Sports Betting Gambling Or Athletics Market place Investing – An individual Choose

Gambling on activity is compared to any other business enterprise where you have to analysis, analyze and evaluate your own personal progress. It would be astonish most to recognize that you do not really need to be typically the best at selecting winners to turn a nice looking profit overtime.

Discipline is considered the most critical element without the doubt and this also is what is stopping almost everyone at making a actual go out of their very own sports betting efforts. Possess you proceed through periods connected with picking a great deal more winners when compared with losers but see your current bankroll dwindling aside? A person are not alone!

Betting about sports and a great deal more importantly replacing the same with bankroll is about math plus reprimand. A blind monkey can easily make a good profit together with sports betting as dollars administration tactics are just what stands between the pros via the average Joe, not really the power to pick champion after winner regarding years at a time.

One of the first things anyone need to do is usually analyse how much funds you are willing to placed aside for your bank roll. You cannot find any set number, whatever you come to feel you will be happy to dedicate firmly to your sports bets efforts. In no way burrow income or use rent dollars, your bank roll should possibly be money that can end up being spared.

Second need to try to follow sporting activities that you are passionate about and get an desire for. While this is just not gospel as there will be heaps of methods online to help you, your own personal best bet is to stay to sports you take pleasure in. Possibly be constant with your current bet sizes and typically the type of bets you choose. One of the many famous is series playing where teams will be handicapped to get the odds the exact same for either staff. Regularity is the essential here.

Stick to betting no more than 1-2% of your bank roll on a single bet. Many commonly referred to “units”. Models are the bankroll straight into smaller proportions. Eg. Getting a bankroll of $1000 would suggest in $10,50 unit in most instances. This is the reason why a person will see handicappers bringing up product amount and not really a amount.

The benefits take sports betting betting to one other level by using betting progressions and proven income management systems. These types of technique turn the chances back in their favor and allow these phones make some sort of profit even if they single hit 33% winners over the series of bets. Help make no mistake, these gambling methods do do the job and are a large reason precisely why only 2-3% regarding sports bettors happen to be expert.

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Europe | Remembering Richard von Weizsäcker

The liberator

Richard von Weizsäcker, Germany’s former president and moral voice, died on January 31st, aged 94

Former German president Richard von Weizsacker

FORTY years, as the bible teaches, is a psychological threshold, Richard von Weizsäcker observed on May 8th 1985, as he gave the speech of his presidency and of his life. It is enough time for a people to reach a promised land, but also to forget old lessons and stray. And so, forty years after their unconditional surrender in the world war they started, the Germans should face their crimes and their own destruction as honestly as they could. Only then—and this was the shocking twist—would they understand that the surrender, which they had thought of as their nation's lowest hour, was in fact the moment of their liberation.

Technically, von Weizsäcker was not the first to exhort the Germans to shift their perspective thus. Helmut Kohl, the chancellor at the time, had muttered the same idea only a few weeks earlier in his country-bumpkin dialect, but the press and public had taken little notice. Now, however, the thought came from the ceremonial head of state, a white-haired and elegant aristocrat, and was delivered in his over-enunciated and dialect-free German, which could sound affected but also resonated with gravitas. Suddenly, the sentiment struck with full force.

In the preceding four decades, the West Germans had come a long way in confronting their past. But it was still a work-in-progress. Days before the speech, Mr Kohl had brought Ronald Reagan, president of the victor and protector nation, to a cemetery in Bitburg to honour German war dead, even though SS men were among the corpses. And Germany’s historians were about to begin a long academic fight, the Historikerstreit, about whether the Holocaust was unique, or rather a reaction to Stalinist atrocities. Not everybody was ready to take the last step toward honesty and freedom.

It helped that the appeal came from von Weizsäcker. His father Ernst was a senior official in Hitler’s foreign ministry. And he, as a gangly-limbed but enthusiastic teenager, invaded Poland with the Wehrmacht, as part of the elite 9th Potsdam infantry regiment. On the second day of the war, his older brother Heinrich, also in the Wehrmacht, died from a bullet through his throat. Richard stayed with his brother’s corpse through the night. But then on it was, to his brutal duty in the eastern lands that were to become Germany’s Lebensraum.

Later in the war, many of the men who tried to assassinate Hitler on July 20th 1944 came from von Weizsäcker’s regiment. He was close to them but not of or with them. After the war, his nation’s guilt became personal: the elder von Weizsäcker was among those accused in Nuremburg of war crimes, for signing deportation orders. Richard, a law student by then, defended his father before the tribunal. But Ernst was convicted and imprisoned. Like so many Germans, Richard never stopped insisting that his father had been, deep down, against Hitler all along. Already he embodied the German people as it struggled to accept its guilt.

Like Germany, or at least its western part, von Weizsäcker grew in the postwar years and opened himself to that daunting responsibility. He went into business, which was booming in the years of the Wirtschaftswunder, the “economic miracle”. He held senior ranks in the Protestant church. And in the 1960s—at the urging of Helmut Kohl, then an up-and-coming regional politician—he entered politics for the centre-right Christian Democratic Union (CDU). But he was never a party apparatchik. For that his mind and opinions had become too freewheeling. He supported large parts of the Ostpolitik, the policy of reconciliation and rapprochement with the eastern countries that his own unit had tormented. How could he not? It did not matter that the policy came from the CDU’s foes, the Social Democrats.

A Swabian by birth, von Weizsäcker then adopted West Berlin as his home and mission. He had spent parts of his youth in what was now an island behind the Iron Curtain. As mayor from 1981 to 1984, when conventional wisdom had accepted that division was almost certainly permanent, he insisted that the German question remained open as long as the Brandenburg Gate remained closed.

In 1984, the electoral college chose him as president, much to the chagrin of Mr Kohl. The two men were opposites in an unflattering way for the chancellor. Where the chancellor had a prominent belly, and ate, talked and dressed like a petit-bourgeois, the slim president had a refined patrician air. Whereas Kohl sometimes embarrassed Germany abroad, von Weizsäcker cut a dignified figure. Whereas the CDU party boss spent his life going toe to toe in political combat, the head of state stood wholly above partisan politics. Mr Kohl knew that he was overshadowed.

The moment that perhaps said it best occurred just after the Berlin Wall fell in November 1989. The president hastened from a lake in southern Germany to Berlin and approached the wall at Potsdamer Platz, a formerly bustling square that was now a no-man’s-land. East German soldiers were breaching the wall to make a new border crossing. As the West German president walked toward them, an East German officer snapped to attention and reported: “Mr President, no unusual developments.”

More from Europe

Ukraine is on the edge of nervous breakdown

The numbers that need psychiatric treatment far exceed the supply of doctors

Emmanuel Macron is not as soft on Russia as his critics claim

But a long war in Ukraine will test European resilience

What would push the West and Russia to nuclear war?

Nobody is sure. That is why Joe Biden is careful in sending more potent weapons to Ukraine


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Nadine Labaki

"1982" to be screened in GFF on Sept. 22

Sun, 22 Sep 2019 - 01:16 GMT

Set in a private school on the outskirts of Beirut during the Lebanese war in 1982, the film stars a group of actors and Nadine Labaki plays the leading role.

Oscar nominated Lebanese movie 'Capernaum' to be screened at Egyptian cinemas on Mar.20

Fri, 15 Mar 2019 - 12:49 GMT

The Lebanese film "Capernaum" will be screened for the first time at Egyptian cinemas on Wednesday, March 20.

3 Arabs, 1 Muslim nominated for Oscars; shouldn’t we be proud?

Sun, 24 Feb 2019 - 03:18 GMT

The 91st Academy Awards is somehow especial for Arabs and Muslims as we have 3 Arab and 1 Muslim Oscar nominees are about to make history.

3 Arabic movies participate in Toronto Film Festival

Sat, 08 Sep 2018 - 12:25 GMT

Three Arabic movies are currently participating in Toronto International Film Festival that kicked off on Sept. 6 and will continue until Sept. 16.

‘Capharnaum’: First Arab film participating at Toronto Festival

Sun, 29 Jul 2018 - 04:32 GMT

Seventeen highly anticipated film names already announced for Toronto’s Film Festival movie line up, the rest yet to be revealed.

Syrian refugee boy is stand-out star of Cannes film festival

Fri, 18 May 2018 - 09:37 GMT

A 13-year-old Syrian refugee boy became the star of the Cannes film festival Friday for his heartbreaking performance in a Lebanese film many see as the likely winner of the Palme d'Or top prize.


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our new headspace centre

headspace Wonthaggi provides free or low cost, confidential support services for young people aged 12 to 25 years.  We are here to help answer any of your questions or concerns you have about your mental health, drug and alcohol issues, general health, sexual health and relationships.

headspace Wonthaggi encourages young people to visit and access our centres services when they notice a problem, ideally before the issue becomes a crisis and/or your friends and family.

We aim to make young people feel informed and supported in their wellbeing and health care decisions.  We will listen to our young people, and provide them with respectful services.

You can also access headspace services at one of our Outposts in Foster, Leongatha, Korumburra and Cowes.  For more information, call us! 03 5671 5900.

check out our new space!

2019 03 20 19.47.362019 03 20 20.03.212019 03 20 19.50.312019 03 20 19.49.512019 03 20 19.47.092019 03 20 19.47.462019 03 20 19.49.272019 03 20 19.47.242019 03 20 18.34.01IMG 6803


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Commercial 20t Oil Steam Boiler Dealer

Commercial 20t Oil Steam Boiler Dealer

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Volunteer Orientation

Elijah Rising 402 Teetshorn, Houston, TX

Sex trafficking is a complex issue, but there are ways for you to get involved and make an impact. Join us for an introduction to volunteering with Elijah Rising. We host monthly volunteer orientations to share more about who Elijah Rising is, the problem of sex trafficking in Houston, and ways you can volunteer. During […]

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Years of Zayed – Souvenir Sheet

AED 100.00 per Item

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The year 2018 marks 100 years since the birth of the late Sheikh zayed bin Sultan Al Nahyan, the Founding Father of the UAE, who passed away in 2004. To commemorate this historic national occasion, His Highness Sheikh Khalifa bin Zayed Al Nahyan, President of the United Arab Emirates declared that 2018 will officially be known in the UAE as the Year of Zayed.
The Year of Zayed featured a series of events and initiatives in the UAE and internationally, designed to commemorate the memory of the late sheikh Zayed, and showcase his impact and legacy, and promote the values that he displayed throughout his life in creative and interactive ways.
Consistent with the values of the late Sheikh Zayed, the Year of Zayed involved people of all ages, nationalities, faiths and backgrounds in the UAE and internationally.
The Year of Zayed is coordinated by the Founder’s Office and Local Committees for the Year of Zayed established in each Emirate, all under the guidance of the Higher National Committee for the Year of Zayed.
Based on our involvement in supporting the “ Year of Zayed “ initiatives to mark the memory of the Founding Father the late Sheikh Zayed Bin Sultan Al Nahyan, Emirates post has issued a set of commemorative stamps and distinct souvenir sheet in coordination and cooperation with the Founder’s office Year of Zayed Values
The themes of the Year of Zayed includes the following values:
By virtue of his words, actions, foresight and judgement, Sheikh Zayed was widely recognized as a wise and visionary leader and an inspirational man. He not only imagined a better future for his people, but also had the wisdom and determination to make that ambitious vision a reality against all odds. As the UAE’s President, he made many wise decisions that would support the country’s social development, economic strength and national security well into the future.
Throughout his life, Sheikh Zayed treated people with the utmost respect regardless of nationality, gender, status or religion. As the UAE’s President, he advocated strongly for the rights of women, highly valued the role of expatriates in the building of the UAE, and ultimately created the vibrant, diverse and cosmopolitan society that the UAE remains today.
From an early age, Sheikh Zayed had already established a deep personal connection with the desert and sea ecologies of Abu Dhabi and an innate understanding of the inherent value and fragility of the natural environment. His lifelong commitment to sustainability became a hallmark of his presidency that continues to shape the positive and constructive approach of the UAE to meeting the world’s greatest environmental challenges.
Human Development:
Sheikh Zayed believed that investing in people’s welfare, knowledge and capabilities would produce the greatest dividends for individuals, families and society. As a leader, he authorized significant investments in healthcare and education facilities and other essential infrastructure in the UAE that rapidly transformed the country’s social and economic outcomes and the quality of the life enjoyed by its people. A global humanitarian, he also provided significant financial and in – kind assistance to a diverse range of people and countries in need around the world.

Price Per Stamp: 100

Number of Stamps per Sheet: 1

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Weight0.01 kg
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The Number Of The Beast

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Parcel arrival: estimated between 15 Aug 2022 - 17 Aug 2022

Product description

‘The Number Of The Beast’ – this album saw Iron Maiden reach their global breakthrough and remains, to this day, one of the most influential heavy metal albums of all time. This album is now re-released as a remastered edition.

Item no. 391262
Musical Genre Heavy Metal
Media - Format 1-3 CD
Product topic Bands
Band Iron Maiden
Product type CD
Release date 16/11/2018
Gender Unisex

CD 1

  • 1.
  • 2.
    Children of the damned
  • 3.
    The prisoner
  • 4.
    22 Acacia Avenue
  • 5.
    The number of the beast
  • 6.
    Run to the hills
  • 7.
  • 8.
    Hallowed be thy name

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Carvel Corporation

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Carvel Corporation

20 Batterson Park Road
Farmington, Connecticut 06032-2502
Telephone: (860) 677-6811
Toll Free: (800) 513-7702
Fax: (860) 677-8211
Web site:

Private Company
Employees: 600+
Sales: $200 million (1998 est.)
NAIC: 31152 Ice Cream & Frozen Dessert Manufacturing; 42243 Dairy Products Wholesalers; 53311 Owners & Lessors of Other Non-Financial Assets; 722213 Snack and Nonalcoholic Beverage Bars

Carvel Corporation is a wholesaler and retailer of frozen desserts, as well as a franchisor of frozen dessert outlets. Carvel ice-cream and other frozen desserts are available in over 5,000 locations worldwide, including franchise stores, supermarkets, stadiums, and mall kiosks. In addition to producing and selling soft-serve ice cream, Carvel is the largest branded retailer of ice-cream cakes in the world. Carvel products are available in 12 eastern-seaboard states, Puerto Rico, Canada, and Vietnam.

Soft-Serve Ice-Cream Pioneer: 1934-56

Born in Greece (with the surname of Carvelas) and reared, with six brothers and sisters, on a farm in Connecticut, Tom Carvel tried his hand as an auto mechanic and a jazz drummer before becoming a door-to-door salesman of radios in New York City, a job he did not necessarily enjoy very much. He did enjoy taking drives in the country with his girlfriend, Agnes, and they both enjoyed stopping for ice-cream. This simple pleasure was eventually parlayed into a business. One summer day in 1934, Carvel and Agnes loaded an ice-cream freezer stocked with ice cream confections onto a home-built trailer and drove north. Stopped by a flat tire in suburban Hartsdale, New York, the two set up shop in a vacant lot and quickly sold their stock. Soon Carvel began spending his summers at a small, rented store in the Hartsdale area, selling ice-cream. Carvel and Agnes were soon married, and they continued this part-time business for five years.

Tom Carvel was mechanically inclined, and during this time he plowed back the earnings to develop an electric freezer that would produce soft ice cream of a custard-like consistency. In 1936 he developed a secret ice-cream formula and patented a no-air-pump, super-low-temperature ice-cream machine; this would mark the first of his 14 patents. By 1939 Carvel had built five such machines and was supervising three ice-cream stores. Soft ice cream was also being developed by the founder of Dairy Queen during this time. The confection, frozen at a higher temperature than conventional ice-cream, contained less air, and could be drawn from a spout into cone or cup.

During World War II Carvel found a receptive audience when he placed 14 of his patented machines in military-post exchanges(PXs). By 1946 there were 50 machines in operation, but operators had fallen so far behind on their royalty payments that he had to reorganize the business. Carvel then founded two companies and sold 49 percent of the stock to employees and friends for $100,000. One was Carvel Corp., charged with making and selling freezers, while the other was Carvel Dari-Freeze Stores, Inc., whose function was to run a franchise operation. Beginning in 1947, Carvel developed a chain of stores, with Carvel Dari-Freeze selecting and leasing the sites, training the franchisees, and helping to finance them, while Carvel Corp. sold them the freezers and flavorings. The 100th store opened in 1951, and by the end of the following year there were some 200 Carvel stores, grossing nearly $3 million for the two companies, with operating income coming to $538,000.

The freezers and flavorings provided most of the revenue for the Yonkers, New York-based Carvel organization, but the enterprise also charged between ten and 25 cents on each gallon of mix for the two million gallons of ice cream sold in 1952. The company also usually required licensees to buy the freestanding stores as well. Carvel had introduced a unique store model, a building with a glass-and-metal facade that inclined forward slightly and a roof that tilted upward toward the street.

On sites chosen by location engineers, these outlets brightly lit at nightwere designed for high visibility, preferably adjacent to secondary highways where the traffic moved neither too fast or too slow, in an area of sufficient residents for a critical mass of everyday customers. By 1956 there were more than 500 Carvel stores, most of them in the East and at least half open year-round. What Tom Carvel called the worlds first ice-cream supermarket opened that year in Hartsdale, offering more than 200 items, including 53 flavors of soft ice cream.

Frozen-Dessert Empire: 1956-89

Carvel was now one of the Big Three of soft-serve ice cream, the others being Dairy Queen and Tastee Freez. Carvel franchisees paid more for their businesses than the other two at least $25,000 in 1956, of which about $10,000 to $12,000 was in cash and the rest financed by the Carvel organization. Carvel claimed that no franchised store had ever failed, but some of its operators chafed at a system that not only required them to pay a high initiation fee but also to purchase the product mix from a limited number of authorized dairies and a variety of other commissary items from Carvel itself. A group of franchisees took the company to court in 1959, charging Carvel with acting in violation of federal antitrust laws.

Carvel Corporation was vindicated after a long and bitter struggle. In 1965 the U.S. Supreme Court rejected the franchi-sees appeal of a lower-court decision, and a year later the corporation and affiliated defendants were awarded damages of $10.53 million against four plaintiffs. Also in 1965, the Federal Trade Commission dismissed a complaint against the company filed by a hearing examiner. Carvels lawyers successfully argued that the enterprise had to restrict its sources of supply in order to protect the secrecy of its formula and also to ensure the uniformity and quality of the end product sold to the consumer under the Carvel name.

Tom Carvel later maintained that every franchise contract in the world contained language devised by himself, and while this claim may have been exaggerated, Bill Carlino of Nations Restaurant News credited him in 1990 with setting legal precedent in mandating uniform standards for corporate identity, product specifications and distribution. During this period, however, Carvel lost 70 percent of its franchisees, forcing the company to operate its own stores. Consequently, the company went public in 1969, raising $2.45 million by selling a minority of its stock at $11 a share.

Carvel raised its revenues from $9.09 million in 1967 to $16.4 million in 1969; net income rose from $161,788 to $610,267 during this period. The period was characterized by rapid national expansion. By 1971 there were again more than 500 Carvel Ice Cream outlets, in nine Eastern states ranging as far north as Vermont and as far south as Florida, as well as in Illinois. Outlets also opened in Ohio and Virginia in 1971, plus a new Carvel Ice Cream Supermarket, in Chula Vista, California. In addition to soft ice cream, most Carvel stores were offering 36 flavors of hard ice cream and more than 60 varieties of take-home products, including ice-cream cakes and sandwiches, prepackaged sundaes and parfaits, bulk ice cream, and special ice-cream novelties and desserts. Such take-home products were now accounting for about 35 percent of the chains retail sales.

Carvel Corp. had its headquarters in The Carvel Inn, a facility in Yonkers that not only offered motel accommodations and commercial office space but also housed a new company training center for franchisees, a self-service ice-cream supermarket, and a bakery chain purchased in 1967. Also part of the company was All American Sports City, a subsidiary-owned and -operated 740-acre development in Dutchess County with home sites, a community center, a golf course, and tennis courts.

Carvel revenues reached $27.07 million in 1973. At the time, franchisees were being assessed between $38,000 to $70,000 (depending on store size) to go into business, with a down payment of at least one-third and the rest financed by the company. Carvel lost $996,136 that year, however, partly because the subsidiary enterprisesThe Carvel Inn, All American Sports City and Dugans Bakerywere not thriving. Carvel returned to the black the following year and in 1976 had 701 stores and net income of $1.7 million on revenues of $41.63 million. However, since the stock continued to languish in price, Tom and Agnes Carvel raised their own ownership to 90 percent of the shares in 1978 and took the company private again.

Being his own boss also enabled Tom Carvel to continue, without challenge, broadcasting his own radio commercials, a practice he had begun in 1955. An unrepentant amateur at the trade, he was in the habit of taking a tape recorder on the road and interviewing the franchisees, who, according to an Advertising Age reporter, became as well known to listeners for their nearly unbearable nervousness as for their pride of ownership. Carvel himself spoke in a voice that New York Times columnist Francis X. Clines described in 1978 as sounding like muffled laundry in a footlocker. The 72-year-old tycoon conceded to Advertising Age that more than one Carvel dealer had said, get that senile old goat off the air, but he was not fazed. Our commercials are for the people who look like us, talk like us, and sound like us, he told Tom Callahan, a business writer who interviewed him for the New York Times in 1985.

Carvel estimated the return on his radio spots as better than four dollars to one. By the 1980s television viewers had become accustomed to CEOs such as Wendys Dave Thomas and chicken tycoon Frank Perdue peddling their wares on the air-waves. Carvel, however, kept his face off the tube. The companys in-house advertising agency, which prepared and placed the radio spots, did the same for its television commercials. By 1981 television accounted for the vast bulk of the companys ad budget.

Company Perspectives:

Our Mission: Working together, we will make Carvel the leading choice for unique frozen desserts, by consistently exceeding customer expectations. Our Values: 1) Do the right thing; 2) Do everything to the best of your ability; 3) Treat others the way you like to be treated.

Carvel had several other successful means of publicizing his enterprise as well. He introduced a toll-free telephone-ordering service for wedding, birthday, and holiday cakes; a mobile vending operation; a Carvel-sponsored beauty contest for truckers, who often stopped for Carvel ice-cream; promotions handing out premiums such as flying-saucer discs, baseball hats, pens, pencils, and even brandy snifters; and specialty products that included kosher ice cream (introduced in 1969), Lo-Yo frozen yogurt (1972), and Thinny-Thin dietary desserts (also 1972). Standard, since 1959, were character cakes with names like Fudgie the Whale and Cookie Puss. By late 1981 Carvel had gross revenues of $180 million a year and was employing more than 8,000 people. The price for a store franchise was now about $100,000.

By 1985 Carvel had 865 franchise stores, with revenues reaching $300 million the year before. The stores were in 18 states and several foreign countries as well, including Canada, France, Great Britain, Malaysia, Singapore, and Thailand. That year Carvel settled a six-year-old New York state lawsuit charging the company with forcing its franchisees to buy their supplies solely from Carvel at inflated prices. The company agreed that its franchisees could purchase ice-cream cones and soft-drink syrup from other sources.

New Products and Sales Outlets: 1991-98

Tom and Agnes Carvel sold their 90 percent interest in the Carvel Corp. in 1989 for about $80 million to Investcorp, an international investment bank based in Bahrain. Tom Carvel died the following year. At this time the company still had 700 stores and was the third-largest ice-cream operation in the United States. However, the chain was shrinking in both outlets and revenues. Now managed by Steven V. Fellingham, the company moved its headquarters in 1991 to Farmington, Connecticut, and took the name Carvel Ice Cream Bakery to exploit the entire dessert market. (The cake line now accounted for about 60 percent of the chains $200 million in annual sales.) A new store design included a new logo and a red awning on the front. Plans called for small, limited-menu outlets in shopping malls, and also for large sit-down establishments. By the spring of 1993 Carvel had ceased making its own equipment. The number of stores had fallen to 580, partly because some licensees did not went to spend up to $30,000 to renovate the stores in the way that the companys new management demanded.

One new service during this time was delivery of ice-cream cakes anywhere in the continental United States, with orders placed by a toll free number and shipped by Federal Express. An assortment of ice-cream pies, cakes, and novelties, including canolis, neopolitans, brownies, and blondies was introduced as an alternative to the offerings of conventional bakeries. Club Carvel, the direct-mail division, had almost 275,000 members receiving mailings on their birthdays and other special occasions.

The most visible change was a non-folksy television campaign with a professional voiceover and glitzy sculptures, seemingly made of ice cream, devised by Industrial Light & Magic Co., a special-effects company owned by film producer George Lucas. This Everything Should Be Made of Ice Cream spot took an estimated 10,000 person-hours to perfect. Even more important, Carvel was placing hundreds of ice-cream kiosks in major retail outlets, including supermarkets and stadiums. By the fall of 1994 Carvel ice-cream cakesmore profitable than its cups and coneshad been added to the bakery sections of 250 supermarkets in the Philadelphia metropolitan area alone.

By this time the number of Carvel units was 570, including 23 company-owned units, in 13 East Coast states. Moreover, the companys products were also being carried by 935 eastern supermarkets belonging to 15 chainspotential rivals to the retail stores. Licensees were offered five-year contracts to service these outlets, but many opposed the program either because the supermarkets were taking business away from their stores or because they found it more difficult to make money as distributors than first appeared to be the case. By the end of 1994 the number of stand-alone outlets franchised by Carvel had dropped below 500. Owners of some 42 stores filed a lawsuit late in the year, accusing the company of violating implied franchise covenants. One former franchisee won a $200,000 jury verdict in 1999.

The number of Carvel franchise stores had fallen to 450 in 1998. Annual sales were between $110 million and $120 million in 1997, according to Fellingham, not counting $82 million from sales in supermarkets. By 1999 the number of outlets had dropped to 400, but Carvel had a retail presence in some 4,500 supermarkets, including several hundred in the Los Angeles metropolitan area. Supermarket sales came to $95 million in 1998, when sales totaled about $200 million. Carvel restored its original ice-cream cone logo during this time and introduced a new product, Lil Love, a smaller cake designed to reward children for small milestones, such as good report cards.

As the company entered a new millennium, its reputation for high quality products and innovations in the industry boded well. Regarding franchise opportunities at Carvel, company literature was optimistic that this side of the business would grow, noting that many people had fond memories of Carvel ice-cream and that the company was working to leverage this emotional bond with Carvel consumers to attract future generations to the brand.

Key Dates:

Tom and Agnes Carvel open their first ice-cream store.
Carvel becomes a franchised retail operation.
Carvel begins a nine-year run as a public corporation.
The franchise operation peaks at 865 stores.
The founders sell their 90-percent holding to Investcorp.
Carvel begins selling its products to supermarkets.
Supermarkets are accounting for nearly half Carvels sales.

Principal Competitors

Baskin-Robbins Inc.; Ben & Jerrys Homemade, Inc.; International Dairy Queen, Inc.

Further Reading

Bird, David, State Suit Against Carvel Ends in Settlement, New York Times, December 15, 1985, p. 44.

Callahan, Tom, A Sweet Job With Sour Notes, New York Times, December 1, 1985, Sec. 3, p. 7.

Carlino, Bill, Tom Carvel: Whipped $15 Loan into a Soft-Serve Empire, Nations Restaurant News, pp. 4, 7.

The Carvel Story, Ice Cream Trade Journal, March 1954, pp. 2628, 11920.

Carvels Mumble Shakes Radio for 20 Years, Advertising Age, May 29, 1978, p. R18.

Carvels Recipe for Success, New York Times, August 26,1973, Sec. 3, p. 12.

Cebrzynski, Gregg, Having Its Cake and Ice Cream Too: Carvel Eyes Growth, Revamp, Nations Restaurant News, March 30, 1998, p. 3.

Church, George J., Soft Ice Cream Shops Do Bustling Business Based on Kids, Cars, Wall Street Journal, September 23,1955, pp. 1,14.

Clines, Francis X., A Voice Terrible, Yet Mouthwatering, New York Times, July 25, 1978, p. C1.

Diamond, Sidney A., FTC Dismisses Attack on Franchise System as Unlawful Restraint of Trade, Advertising Age, August 10, 1965, p. 80.

Dowling, Melissa, Carvel Puts Its Ice Cream in the Mail, Catalog Age, March 1993, p. 12.

Folsom, Merrill, Court Gives Carvel $10-Million Award, New York Times, April 21, 1966, pp. 57, 60.

Fowler, Glenn, Tom Carvel, 84, Gravelly Voice Of Soft Ice Cream Chain, Is Dead, New York Times, October 22, 1990, p. B9.

Grimm, Matthew, Ice Cream Mogul Tom Carvel, Retiring, Hasnt Lost His Curmudgeonly Touch, Adweeks Marketing Week, December 18, 1989, p. 8.

Howard, Theresa, Carvel Reinforces Soft-Serve Heritage, Brand-week, February 15, 1999, p. 51.

Ice-Cream Parlay, Fortune, July 1953, p. 166.

Kramer, Bernice, The Emperor of Ice Cream, New York, June 14, 1993, pp. 22, 24.

Lansing, Alfred, Cold Licks and Hot Profits, Colliers, pp. 32, 34. Lelen, Kenneth, A New Strategy That Takes the Cake, Philadelphia Inquirer, September 5, 1994, pp. D1, D11.

Tannenbaum, Jeffrey A., Carvel Strategy Frosts Many Franchisees, Wall Street Journal, December 10, 1994, pp. B1, B10.

Telzer, Ronnie, Carvels Commercial Charisma, Marketing Communications, November 1981, pp. 5253, 57.

Wax, Alan J., Carvel Updates Image, Goes for Sweet Tooth, Newsday, April 26, 1991, p. 47.

Robert Halasz

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English to Tamil Meaning :: copyright

Copyright :
- பதிப்புரிமை
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