Skechers USA and other makers of toning and shaping shoes may be poised for faster sales growth if they can figure out how to lure men. Volume sales of walking shoes rose 15.3 per cent in 2009 from a year earlier, to $US712 million from $US617 million, driven by an eightfold jump in sales of the new footwear from companies such as Skechers and Reebok International Ltd, a unit of Adidas AG, research firm NPD Group Inc. reported yesterday. The shoes are marketed as toning and shaping muscles when worn during everyday activities. The gain came in a category with limited choices for men, whose footwear accounts for 50 per cent of overall revenue in the athletic shoe market, NPD said. That compares with 30 per cent for women's shoes and 20 per cent for children's footwear, the data show. "This is a phenomenon that really hasn't scratched the surface yet," Marshal Cohen, a chief analyst for Port Washington, New York based NPD, said in an interview "It's done very well in women's, but hasn't penetrated the men's market yet. Those brands and retailers that get focused on men's are the ones that are really going to reap the benefit." Skechers, based in Manhattan Beach, California, released a men's version of its Shape ups shoes in July to pair with a women's version that began selling in January 2009. Reebok, based in Canton, Massachusetts, offered EasyTone for women in July. It doesn't have an option for men. Nike Inc, the world's largest seller of athletic footwear, doesn't sell a toning shoe. Better Legs Toning shoes simulate the feeling of walking on sand and makes wearers stabilise their steps, leading to stronger leg, buttock, back and abdominal muscles, Skechers said on its Web site. A Reebok advertisement on its Web site said EasyTone can bring "better legs and a better butt with every step." The marketing of toning shoes has largely focused on women and exercise, neglecting the comfort and wellness attributes that will appeal more to men, Cohen said. Women had a 62 per cent awareness rate of the footwear, compared with 37 per cent for men, NPD said. Sales of toning shoes rose to $US145 million in 2009 from $US17 million a year earlier, while overall athletic shoe purchases dropped 1.4 per cent to $US18.6 billion, NPD said. Purchases of women's athletic footwear grew 0.6 per cent in 2009 on the strength of toning shoes and outdoor boots such as the Ugg brand from Goleta, California based Deckers Outdoor Corp., Cohen said. That compares with a 6.4 per cent decline in 2008. Revenue from men's athletic footwear fell 3 per cent in 2009 after a 0.4 per cent gain the previous year. 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You shouldn't do that. It's wasteful and wastefulness is bad for the environment. It is important to learn how to extend the life of your possessions. Here are a few simple tips: Your shoes may stink. Look. I don't know you. You don't know me, but I am acquainted with feet. I have a pair of my own, and my feet often produce a fetid odor that can wilt flowers like a cartoon skunk. The ungreen amongst us might toss their pungent Pumas for a brand new pair of scentless sneakers. That's wasteful in so many ways. It is wiser, cheaper and better for the environment to rub a little tea tree oil into your shoes in order to remove the offending odor. This will keep your shoes stench free until the next time you go sockless. Dusty appliances squander more energy. The fridge, all innocent looking, covered in magnets and Crayola art work, is the biggest energy dump in the house. Make sure to clean off those refrigeration coils. It can help you cut down on energy costs and waste. 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But one thing that may be different is baking soda mixed with vinegar makes a really excellent paste. Like I have right here. And if you have any stains on your fiberglass tub or shower, you can apply this paste and let it sit there. You can let it sit there for a couple of hours, you can let it sit overnight, it'll cook out any stain that you may have in the fiberglass. And it's also a good abrasive that's not too damaging. It's not going to scratch anything or mess anything up. So baking soda and vinegar makes a good paste. Another thing you want to think is, any all purpose cleaner like this is excellent for cleaning bathrooms period. So use an all purpose cleaner just to wipe down the fiberglass and wipe it clean. Another excellent cleaner for fiberglass or any kind of tubs. Let me rinse this sponge really quick, is vinegar and water. This is about a fourth or a fifth full of vinegar and the rest of it's full of water and it adds a good shine and it's an excellent disinfectant. Fiberglass is a little bit porous, so it's nice to use a disinfectant when you can't just wipe away the germs. So really any all purpose cleaner, baking soda is great for cooking out stains and vinegar and water is best to clean anything in your house, especially fiberglass. I'm Rachael Yatuzis and that is how you clean fiberglass.
Worldwide Official Website Provide Authentic Air Jordan 12 Retro Cool Grey Team Orange,Air Jordan 5 Black Grape If you're managing an offshore IT project or have a stake in one, then surely you must know that it requires more management effort than an onshore project does. You'll have an offshore project manager in most cases, a senior professional from the outsourcer to manage delivery. But, as the onshore manager or stakeholder, the responsibility to meet or exceed business expectations is yours. Remember that the project was approved as a business project; only you can ensure that the project delivers business benefits. Any offshore manager will likely execute the project as a mere IT project, which may not necessarily align with your objectives. You don't want surprises. You want certainty. If you want to meet business expectations, don't ignore these 10 critical points: Before starting a project, walk through the plan and budget with the offshore manager. This is a crucial first step, especially if the project was awarded on a competitive basis where price was a major factor. Understand the assumptions made by the outsourcer. You want to make sure that corners won't be cut. Confirm the time and resource estimates. Make sure the designated project team understands your quality expectations. Reassure yourself that the plan is feasible. The level of understanding gets better the more you interact with the outsourcer, and you'll certainly reduce future surprises. As you know, scope disagreements get messy and expensive to resolve as a project progresses. Raise a red flag to the project sponsor immediately if things don't seem right. Think about what should happen at the end of the project, too. For example, plan your staff involvement based on the future roles of your staff and that of the outsourcer. Ensure that you have adequate staff involved at the right stages to take over the deliverables completed by the outsourcer. This is also the appropriate time to familiarize yourself with the outsourcer selection process if you weren't involved with it. Finalize outsourcer performance metrics some or all of which may have been identified during selection. During project execution, track performance against these. This will give you a yardstick to determine whether expectations were truly met. Your project processes are very likely different from those of the outsourcer. You'll need to agree on the processes to be used. If the outsourcer has to follow your standards, then ensure that the offshore team understands all the nuances. Very likely, the outsourcer has similar project experience, and you should be prepared to learn and benefit from that. Be flexible with respect to the needs of the offshore team. Provide the required systems environment. Use tools for change management and issue tracking. Be prepared to change your own processes, as it could be an opportunity to improve. By agreeing on processes upfront, you'll run the project more efficiently. Plan visits to the offshore facility. Depending on the nature of your project, a substantial portion of the team will be based offshore. That team must know who you are. You must communicate business expectations in person. You also need to maintain personal contact during the course of the project. You should seriously consider walk throughs, reviews and testing at the offshore location for three reasons. First, you'll be assured that any feedback is understood and incorporated accurately. Second, your offshore feedback can be incorporated in a timely manner; delayed feedback from your site will take longer to implement if the developers have moved on to other tasks or new projects. And third, your personal feedback will motivate the offshore team. Budget for these visits as part of your overall project budget. Plan for specific people from your team to make these trips. Things don't always go as planned. Later in the project, you will realize that it wasn't a good idea to send certain project tasks offshore. For example, offshore development for a new business process may prove to be slow with a multisite team. Be prepared for such situations. Anticipate revisions to the budget and plan. You want to deliver business benefits. Be flexible to accommodate a justifiable cost overrun, especially if that's the only way you can meet business objectives. Give extra attention to the soft factors. Introduce your stakeholders to the offshore team. Don't hesitate to share their concerns. Let them know who in your organization is excited about software outsourcing and who isn't. Set expectations of success. If it's a new experience, you're very likely to revise your expectations as you learn more about offshore outsourcing. Be careful about changing your expectations with the passage of time, but if you have, say so. Talk to the offshore manager and revise plans accordingly. You could potentially reschedule deliverables, rescope the work and revise the plan and budget. Devote additional efforts to managing user expectations. When the team is offshore, the users rely on you more than usual for progress information. Don't let users speculate on the health of the project. Tell them about the accomplishments. Also, don't hide bad news. Agree on contingency plans ahead of time with the offshore manager. By demonstrating transparency and proactive planning, users will perceive your being in control of the project. One of the major advantages of offshore outsourcing is that you get at least two business days for each of your weekdays. Therefore, the amount of your communication could actually double. This aspect is very critical to the success of offshore outsourcing. You want to make sure that the business is heard and that the offshore team also gets your ear. Ensure that messages are exchanged in a timely manner. You're familiar with the challenge of understanding users' requirements and delivering what they want. With offshore outsourcing, that challenge is even greater. The severity of the consequences will depend on the stage of the project and the volatility of the user requirements. To mitigate this risk, users should be prepared to spend more of their time with the team. Likewise, the outsourcer's team should be tuned in. The presence of subject matter experts on that team who work alongside the users is the best solution. As always, review progress rigorously and stay focused on metrics such as time to complete and effort to complete. Complete one full cycle quickly. No matter how good your plan is, the best test for ensuring success is to go through a full cycle of the project as soon as possible. This isn't necessarily a pilot; it's an exercise to go through all the steps leading up to going live. If possible, release for production use the first module delivered by the outsourcer. 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