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Гитарист BLACK LABEL SOCIETY в DARK CHAPEL

Dario Lorina, наиболее известный как участник BLACK LABEL SOCIETY, основал новую группу DARK CHAPEL, в состав которой также вошли Brody DeRozie (guitar), Mike Gunn (bass)и Luis Silva (drums). Выход дебютной пластинки, получившей название "Spirit In The Glass", намечен на 28 февраля на MNRK Heavy. Видео к первому синглу "Glass Heart" доступно ниже:

01. Afterglow
02. Hollow Smile
03. We Are Remade
04. Corpse Flower
05. Glass Heart
06. Dead Weight
07. Dark Waters
08. All That Remains
09. Gravestoned Humanity
10. Bullet In Our Chamber
#Dark_Chapel #DarkChapel


Видео: https://www.youtube.com/watch?v=ksQaN83tzR0




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BLAZE BAYLEY почтил память Пола Ди'Анно

В рамках выступления в афинском клубе Gagarin 205 восьмого ноября, BLAZE BAYLEY посвятил исполнение песни "Wrathchild" Полу Ди'Анно.
#Blaze_Bayley #BlazeBayley #HeavyMetal #Heavy_Metal #Hard 'n' Heavy #_Hard 'n' Heavy


Видео: https://www.youtube.com/watch?v=NyqWrdLfBRQ
https://www.youtube.com/watch?v=VJxZLO4Cmec




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BULLET FOR MY VALENTINE в студии

BULLET FOR MY VALENTINE опубликовали несколько студийных фотографий и подтвердили работу над новым материалом.
#Bullet_for_My_Valentine #BulletforMyValentine #MetalCore #Metal_Core


Full Article


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TONY KAKKO в HIMMELKRAFT

TONY KAKKO сообщил о том, что его новый проект, получивший название HIMMELKRAFT, нашел лейбл:

«Мир! У нас есть контакт! Himmelkraft очень рады присоединиться к команде Reaper Entertainment и наконец-то выпустить этот проект в свет, чтобы избранные могли услышать, увидеть и... поучаствовать в нем.

Это был ОЧЕНЬ долгий путь, чтобы добраться до этой точки, но теперь мы здесь. Мы делаем первый из, надеюсь, многих, многих шагов. Я искренне надеюсь, что этот альбом понравится вам так же сильно, как Himmelkraftians наслаждались его созданием. Они обязательно вас услышат».

В своем дебютном альбоме Tony Kakko приоткрывает завесу над своим странным новым миром под названием Himmelkraft ровно настолько, чтобы вы смогли впервые взглянуть на то, что лежит за его пределами, и сразу же захотеть большего. Kakko — мастер повествования и шаман музыкальных эмоций. В Himmelkraft его фирменные черты представлены в совершенно новом, неожиданном и захватывающем виде.

Премьера первого сингла намечена на 22 ноября, а выпуск альбома на март 2025 года.

Состав:

Tony Kakko as Unu O’Four - vocals, keyboards
Pasi Kauppinen as Du O’Four - bass
Timo Kauppinen as Tri O’Four - guitars, banjo
Jere Lahti as Kvar O’Four - drums & percussions
#HimmelKraft




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MARTY FRIEDMAN дал совет молодым

MARTY FRIEDMAN в интервью China's SKYline ответил на вопрос о том, какой бы он дал совет молодым музыкантам:

«Техника, безусловно, важна. Вы должны уметь играть на инструменте. Так что, конечно, практика в любом деле — это хорошо. Но я всегда говорю, что вы должны играть перед другими людьми. Неважно, начинающий вы, средний или суперпрофи. Когда вы играете перед другими людьми, ваше тело говорит: "Я должен играть как можно лучше, потому что я не хочу облажаться перед ними". Это давление, из-за этого вы начинаете играть намного эффективнее. Когда вы один и делаете ошибку или играете плохо, то нет никакого давления, никого это не волнует, ничего не происходит, но когда вы играете перед людьми, ваше тело заставляет вас работать усерднее. Это связано с контактом с аудиторией и вашим личным страхом выглядеть идиотом. Вы не хотите выглядеть идиотом. Поэтому, когда вы это делаете, вы становитесь гораздо более эффективным во время практики. Это значит, что нужно тренироваться перед сестрой, братом, семьёй, друзьями. Скажите: "Я сейчас попытаюсь сыграть новую песню. Послушайте". Это гораздо лучше, чем играть в своей комнате. Даже если вы играете в совсем начинающей группе, старайтесь устраивать небольшие концерты. Играйте в парке, в маленьком клубе или ресторане, потому что тогда то, что вы делаете, ваше тело запомнит».
#Marty_Friedman #MartyFriedman #HardRock #Hard_Rock #SymphonicRock #Symphonic_Rock #InstrumentalMetal #Instrumental_Metal #HeavyMetal #Heavy_Metal #IndustrialMetal #Industrial_Metal


Видео: https://www.youtube.com/watch?v=6iMDZJJ2dYA




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GARY HOLT: «В SLAYER, помню, хейтили только двое»

В рамках недавней беседы у GARY HOLT'a спросили, что он помнит о своем первом выступлении в составе SLAYER, и чувствовал ли он какое-либо давление:

«Первым выступлением был фестиваль Soundwave в Австралии, и я не чувствовал никакого давления. Я был невероятно готов. Я просто вышел на сцену, сделал свое дело и устроил отличное шоу. Это было потрясающе. Я имею в виду, что, возможно, в глубине души вы чувствуете небольшое давление из-за того, чье место вы пытаетесь занять. Чье место ты греешь, я бы так сказал. Но я был готов. Я был готов к этому на 100%».

На вопрос о том, действительно ли фанаты SLAYER так безжалостны, как о них говорят некоторые, Gary сказал:

«За все мои бесчисленные концерты со SLAYER у меня было только два ненавистника. Два хейтера из тех, которых я заметил. Большинство зрителей смотрели на мое участие в духе: «Выздоравливай скорее, Джефф», и я сам тоже именно так это и воспринимал. "Но пока есть такой вариант, что ж, круто. Я видел, как SLAYER и Gary Holt играют вместе. Давай заценим это. Будет классно". Так вот, у меня было два настоящих хейтера, первый в Германии, парень с ужасным скаллетом. Он был внизу и тыкал в меня средним пальцем на протяжении всего шоу. Обычно я очень толстокожий — меня такое не беспокоит. Но в этом конкретном случае я уже послал вниз менеджера с рацией, и они уже собирались выгнать парня нахрен, потому что он начал реально портить мне шоу. И тут парень допер что сейчас случится и быстренько слинял. Черт, чувак, ты знаешь, что моё участие не было неожиданной подменой. Ты знал об этом до того, как билеты поступили в продажу, и всё равно купил этот гребаный билет. Так почему ты здесь, если всё действительно так плохо?

А потом мы выступали в Милане (Италия), и там в первом ряду, в самом центре сцены, стоял парень и кричал мне „Fuck you!“ на протяжении всего выступления. А в конце шоу я спрыгнул на сабвуферы, буквально в метре от его лица, и спросил, есть ли у него что сказать мне сейчас. И у него не нашлось никаких слов. Он реально выводил меня из себя. Более молодой я мог бы ему и втащить. [Смеется] Первый ряд, зажат, ему некуда было деться. Знаете, 5000 человек позади него. Но ему всё равно было просто необходимо пробиться в первый ряд, чтобы высказать свои мысли.

Ты заплатил за билет. Ты долбаный идиот, если потратил деньги на то, что ты так ненавидишь. Но это были два человека из совершенно бесчисленного количества концертов. По-моему, неплохой послужной список!»
#Slayer #ThrashMetal #Thrash_Metal #HardCore #Hard_Core




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Юбилейная версия альбома BUCKCHERRY выйдет зимой

BUCKCHERRY 17 января выпустят специальную версию альбома 15, приуроченную к его 20-летию. Группа также планирует в 2025 специальный тур, в ходе которого будет целиком исполнять материал этого альбома.

Трек-лист:

LP 1

Side A

01. So Far
02. Next 2 You
03. Out Of Line
04. Everything
05. Carousel

Side B

01. Sorry
02. Crazy Bitch
03. Onset
04. Sunshine
05. Brooklyn
06. Broken Glass

LP 2

Side A

01. Sorry (acoustic)
02. Brooklyn (electric)
03. Pump It Up (Elvis Costello
cover)
04. Back In The Day

Side B

01. Crazy Bitch (newly recorded acoustic)
02. Onset (newly recorded acoustic)
03. Sunshine (newly recorded acoustic)
#Buckcherry #AlternativeRock #Alternative_Rock #HardRock #Hard_Rock




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JASON BONHAM объяснил, почему покинул тур с SAMMY HAGAR

JASON BONHAM опубликовал следующее сообщение:

«Я хотел бы воспользоваться моментом и объясниться по поводу своего отсутствия в последние несколько недель. Как многие из вас знают, моя мама столкнулась с серьезными проблемами со здоровьем, и это было невероятно сложное время для нашей семьи. Я с благодарностью сообщаю, что она идет на поправку и ее выписали из больницы! Сейчас она дома и восстанавливается, что приносит мне огромное облегчение.

Было очень трудно покинуть тур «The Best Of All Worlds», когда осталось всего четыре концерта. Энергия, общение и впечатления были просто невероятными, но я должен был быть рядом с мамой во время ее борьбы за жизнь.

Я рад сообщить, что JBLZE [JASON BONHAM'S LED ZEPPELIN EVENING] снова отправится в турне, которое начнется 19 ноября! Мне не терпится увидеть всех вас и снова разделить это незабываемое странствие.

Спасибо за ваше понимание и любовь. До скорой встречи!

С большой любовью, JB».
#Sammy_Hagar #SammyHagar #HardRock #Hard_Rock #AcousticRock #Acoustic_Rock #Hard 'n' Heavy #_Hard 'n' Heavy




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Новый альбом THYRATHEN доступен для прослушивания

"Lakonic", новый альбом группы THYRATHEN, доступен для прослушивания ниже.
#Thyrathen
Видео: https://www.youtube.com/watch?v=1UGwHbag13s




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Гитарист LIFE OF AGONY представил сольную композицию

Joseph Zampella по случаю Veterans Day представил сольную композицию "The Fields".
#Life_of_Agony #LifeofAgony #AlternativeMetal #Alternative_Metal #SludgeMetal #Sludge_Metal

Публикация от Joey Zampella (@joeyzampella)


Full Article


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Видео с текстом от SMILE EMPTY SOUL

SMILE EMPTY SOUL опубликовали официальное видео с текстом на песню "We All Fall Down", которая взята из нового альбома Swan Song, релиз которого должен состояться в этом году.
#Smile_Empty_Soul #SmileEmptySoul #GrungeMetal #Grunge_Metal
Видео: https://www.youtube.com/watch?v=wnJyX1cSpOk




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Новое видео SYPHA

Limbo, новое видео SYPHA, доступно для просмотра ниже.
#Sypha
Видео: https://www.youtube.com/watch?v=QDh0pfzFIPI




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Новое видео YOTH IRIA

But Fear Not, новое видео YOTH IRIA, доступно для просмотра ниже.
#Yoth_Iria #YothIria #BlackMetal #Black_Metal


Видео: https://www.youtube.com/watch?v=sN0_YNxpF4E




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Paul Graham’s Legacy

Last week there was a press release you might easily have missed. A Distributed Autonomous Organization (DAO) called OrangeDAO is cooperating with a small seed venture fund called Press Start Capital to establish the OrangeDAO X Press Start Cap Fellowship Program for new Web3 entrepreneurs. Successful applicants get $25,000 each plus 10 weeks of structured mentorship plus continued access to the more than 1200-member OrangeDAO network. In exchange, OrangeDAO and Press Start get to invest in the resulting companies, if any, produced by the class.  Big deal, it’s Y Combinator Junior, right? Wrong. It’s Y Combinator on steroids.   This second-generation YC has been released in the wild where it will replicate and grow unconstrained. Expect to see more deals like this one. A Distributed Autonomous Organization […]

The post Paul Graham’s Legacy first appeared on I, Cringely.






Digital Branding
Web Design
Marketing




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What about the layoffs at Meta and Twitter? Elon is crazy! WTF???

I first arrived in Silicon Valley in 1977 — 45 years ago. I was 24 years old and had accepted a Stanford fellowship paying $2,575 for the academic year. My on-campus apartment rent was $175 per month and a year later I’d buy my first Palo Alto house for $57,000 (sold 21 years later for $990,000). It was an exciting time to be living and working in Silicon Valley. And it still is. We’re right now in a period of economic confusion and reflection when many of the loudest voices have little to no sense of history. Well my old brain is crammed with history and I’m here to tell you that the current situation — despite the news coverage — is no big deal. […]

The post What about the layoffs at Meta and Twitter? Elon is crazy! WTF??? first appeared on I, Cringely.






Digital Branding
Web Design
Marketing




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If you want to reduce ChatGPT mediocrity, do it promptly

My son Cole, pictured here as a goofy kid many years ago, is now six feet six inches tall and in college. Cole needed a letter of recommendation recently so he turned to an old family friend who, in turn, used ChatGPT to generate the letter, which he thought was remarkably good. As a guy who pretends to write for a living, I read it differently. ChatGPT’s letter was facile but empty, the type of letter you would write for someone you’d never met. It said almost nothing about Cole other than that he’s a good kid. Artificial Intelligence is good for certain things, but blind letters of reference aren’t among them. The key problem here has to do with Machine Learning. ChatGPT’s language model […]

The post If you want to reduce ChatGPT mediocrity, do it promptly first appeared on I, Cringely.






Digital Branding
Web Design
Marketing




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Apple’s Vision Pro headset is a hobby. Why won’t Tim Cook say that?

I’ve been following the press and social media coverage of Apple’s pricey new Vision Pro Augmented Reality headset, which now totals hundreds of stories and thousands of comments and I’ve noticed one idea missing from all of them: what would Steve (Jobs) say?  Steve would call the Vision Pro a “hobby,” just as he did with the original Apple TV. You know I’m correct about this. And the fact that Apple hasn’t gone for the H-word and no other writers are suggesting it is the topic of this column, not the Vision Pro, itself. It would appear that nobody at Apple has the balls to call the Vision Pro a hobby, which is to say it is not expected to make a profit for the […]

The post Apple’s Vision Pro headset is a hobby. Why won’t Tim Cook say that? first appeared on I, Cringely.






Digital Branding
Web Design
Marketing




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Что выберет Мик Шумахер в 2025-м – WEC или IndyCar?

В Auto Bild перечислии возможные варианты продолжения карьеры Мика Шумахера, и их по-прежнему несколько...




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Сарджент готовится к первым тестам в IndyCar

Логан Сарджент, минувшим летом уволенный из Williams, готовится к своим первым тестам в IndyCar, на которых ему предстоит работать 19 ноября...




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Unfinished Article: Optimization and Fragility

Have you ever found something you started writing but never finished? Here's something I started in October 2014. I've just rediscovered it in July 2020....





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Exclusive Preview: EDEN OF WITCHES is the perfect fantasy manga for Ghibli fans

The first volume of Eden of Witches releases on Nov. 12.




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Top Comics to Buy for November 13, 2024: Some of the biggest books in comics

This week's Top Comics to Buy for November 13 features buzzy books like Absolute Batman, G.I. Joe, and more!




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Exclusive: Papercutz reimagines FLASH GORDON as THE GIRL FROM INFINITY

Papercutz has announced Flash Gordon: The Girl from Infinity, which reimagines the iconic character, for release in 2025.




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Manga Review: THE SMALL-ANIMALLIKE LADY IS ADORED BY THE ICE PRINCE is on its way to melt hearts

The Small-Animallike Lady is Adored by the Ice Prince is a brand new romance manga from Yen Press. This first volume takes us to a familiar setting where there's a royal arranged marriage involved, and some frozen hearts are melted along the way!




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SPIRIT RISER Brings DIY Horror Madness And Queer Fantasy In Spectacular Blu-Ray Release

Dylan Mars Greenberg crafts a homegrown fantasia of magic, action, and anti-conservative provocation.





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Brooklyn Independent Comics Showcase moves to two days in 2025

Due to demand from vendors, The Brooklyn Independent Comics Showcase (BICS) is going to a two day show in 2025




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The Paradoxical World of Spiritual Enlightenment: We are nothing but we are everything

When we wake up to who we are, something happens. We stop identifying with our egoic selves because we realize they are impermanent and only that which is permanent can be who we are.

We aren’t our bodies, we aren’t our memories, we aren’t our thoughts, we aren’t our feelings… We aren’t any of these things, so we stop identifying with them. What happens is that detachment develops. An aloofness or distancing from everything that occurs. We wake up to the fact that life is an extended dream and a relaxation is able to set in. It’s a sense of calm or a feeling that ‘all is well.’

We lose our identity with our lives, thoughts and feelings, so we witness them but we don’t engage with them. We notice them, but we don’t create stories with them. Since we don’t create ... Read More »

The post The Paradoxical World of Spiritual Enlightenment: We are nothing but we are everything appeared first on Enlightenment Podcast.




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Daily Squiggly Sudoku: Thu 21-Apr-2022




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Daily Monster Sudoku: Thu 21-Apr-2022




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Daily Sudoku: Thu 21-Apr-2022




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Constrictions in Components Supply Support Higher Prices

Years ago we were doing some work in the roofing business. In one study, we were working on the asphalt shingle roofing manufacturing business. At the time, this was a terrible business. Returns were low, growth rates were modest, at best, and there was a good deal of overcapacity in the industry. Then the industry caught a break. A shortage in asphalt developed. This shortage of asphalt rolled through the asphalt shingle plants and restricted their output. Immediately, prices jumped, returns became attractive and industry participants breathed a sigh of relief. Unfortunately, this asphalt shortage did not last very long. The industry shortly returned to its previous hostile condition. (See the Perspective, “What Ends Hostility?” on StrategyStreet.com.)

A shortage in any component, or labor, will restrict industry capacity and tend to raise prices. A labor shortage is, in part, responsible for some of the high prices in mining today. Miners work in areas that are often hard to reach. They also are skilled employees. The run-up in commodity prices, especially those related to ores such as silver, gold and copper, has increased the demand for these skilled miners. In addition, the mining industry faces competition for skilled workers from the oil and natural gas industries, which are also growing.

Mining companies are now going to great lengths to attract and retain these skilled workers. Some of these miners are now earning 25% more in compensation than they were a year ago. Some companies are flying workers to and from remote mines. For example, BHP Billiton plans to fly 500 workers from Brisbane, about 500 miles away, to a coal mine site that they are opening and then fly them back home after a couple of weeks.

If this commodity boom continues, the industry’s total capacity will be determined more by labor availability than by its more traditional measures of capacity. (See “Audio Tip #117: Capacity Constraints and Pricing” on StrategyStreet.com.)




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Apple Gets Crossways with App Developers

Recently, Apple rejected a digital book application from Sony. The disagreement here is over how and when Apple collects for its services. Apple is playing a dangerous game.

In theory, Apple has the right to insist, under its terms for developers, that any app, which offers customers the ability to purchase books outside of the app, offer the ability for customers to purchase within the app at the same time.

Here is the rub. In its application, Sony sends customers to its own web site where they complete the purchase of a book. By routing the customers to its own web site, Sony is able to avoid a payment of 30% of revenues to Apple.

Others, including Amazon, with its Kindle, and Barnes & Noble, with its Nook, have been able to sell e-books by sending users to the companys’ own web sites. Apple simply was not enforcing its policy requiring developers to use its in-app purchasing feature to buy new content.

A 30% charge on revenues is a high price to pay Apple. Apple may be setting itself up for future loss of market share by enforcing this policy. If the Android platform does not put the same requirement on its app developers, the developers will have a strong incentive to avoid the 30% charge by encouraging customers to purchase using an Android device rather than an Apple device. Alternatively, the application developers may charge a higher price for purchases through Apple.

Apple’s unique strength has been its superior list of available applications. Apple’s enforcement of this requirement to purchase inside the app so that Apple can collect 30% of the revenues puts at risk its major advantage. Apple needs to compromise here by charging a lower price or no price at all. After all, it already makes high profits on its hardware and software product combination. It also makes profits on many of the downloaded apps. The application developers are customers too. Why make their life difficult? Does the benefit Apple provides a seller justify 30% of revenues? Sounds pretty rich.




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But Can You Control Other Entrants?

The United Autoworkers (UAW) is on a new campaign. The union plans to organize workers in hither-to non-union foreign-owned automobile plants in the United States. This campaign may or may not work, but in the long run it will prove futile unless the union can compete in the international market, against all international auto workers.

There are 575,000 autoworkers in the U.S. Nearly 20% work for foreign-owned plants. All of these plants are non-union. The foreign-owned plants were intentionally placed in right-to-work areas, many in the South.

The UAW is likely to have some difficulty succeeding with this campaign. The non-union workers already earn highly competitive wages and benefits. To date, these U.S. workers in plants owned by Toyota, Volkswagen, Hyundai and Honda have shown little interest in unionization.

Why would the union be so interested in this initiative? To preserve its membership. The traditional problem with unions is less the rate of wages they demand and more about the work rules they impose. These work rules reduce the productivity of the unionized plants. That has certainly been the case in the U.S. auto industry. As a result, the UAW is losing membership as UAW auto plants in the U.S. close under the onerous costs the UAW plants carry. If the union can succeed in unionizing the domestic foreign-owned auto plants to the same extent they have unionized the domestic manufacturers’ plants, they will be able to impose the same work rules and produce roughly the same productivity. The result should, in the union’s eyes, be a reduction in the rate of jobs lost in the union.

But there is a problem here. The UAW has already seen that it was unable to stop new non-union plants in the U.S. How will it stop future non-union domestic plants? O.K., let’s say they can do that. Will they also be able to stop all foreign non-union plants from becoming established and growing? Certainly not. Unless the union membership can compete on an international basis with competitive costs and productivity, this unionization effort is wasted money. If it succeeds, the U.S. loses more plants to plants located offshore. Union membership still falls.

It seems that one of the problems for unionized employees is one of definition. Union members often call their compatriots in competing companies “brothers and sisters.” These are certainly not brothers and sisters. In a marketplace they are competitors. Union employees have to be able to beat, or at least stalemate, these competitors or lose their jobs. This is true as long as the UAW can not control the entrance of other less expensive competitors, either in the U.S. or elsewhere.

The long history of the DRAM semiconductor market illustrates this. The U.S. manufacturers of DRAM semiconductors faced intense competition from the Japanese in the 1980s. The domestic industry succeeded in slowing the Japanese by using the International Trade Commission. Then arose new and equally troublesome problems. These problems were DRAM semiconductor facilities in Taiwan and Korea. Eventually, the U.S. industry evolved to the point where it had only one domestic producer of DRAM chips. Intel was one of the early competitors to get out of that market to focus its resources in the more complex, and much more profitable, domestic micro-processor business. SX4MBURBCAJQ




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The Japanese Pay the Price

The figures are in for U.S. auto sales in 2010. The biggest winners in percentage growth were Hyundai, at 24%, and Ford at 20%. Toyota lost .4% and Honda grew a mediocre 7%. The Japanese struggled in 2010.

Earlier we wrote a blog about Ford’s ascendency and Toyota’s problems (see Blog HERE). Toyota is paying the price for failing its customers. Honda appears to be getting painted with the “failure” brush, though I doubt its punishment is deserved.

I am actually using the word “fail” to mean something specific here. A company fails its customers when it is unable or unwilling to do something that at least half of its competitors can, or will, do for customers. Toyota’s troubles with accelerators, floor mats, and so forth, received extensive media coverage. This coverage clearly has had a negative impact on Toyota this year.

Toyota’s struggles illustrate the win and fail dynamic. In our terms, a “win” occurs when a company is able to do something that the majority of its competitors either can not or will not do. Wins account for a good deal of market share growth in a fast-growing market, but are less important in more mature markets. In a more mature Stable market and, especially, in all Hostile markets, failure moves a significant amount of market share.

Here is what this means. The decision to change a supplier is really two decisions. The first is the decision to leave a current supplier and the second is the decision on which new supplier to take on in your relationship. In the average Stable and Hostile marketplace, more market share moves on failure than on wins. This means that before an established customer will change suppliers, its current incumbent supplier must “fail” the relationship in some way. This failure, then, opens up the customer’s relationship to competition among other potential suppliers. Whichever supplier gains this customer’s volume really did so only after the incumbent failed. We call this gain a “weak win.” The “weak win” would not have happened on a straight-up comparison of performance and price of the new supplier versus the old. The gain only happened after the incumbent clearly failed the customer and then opened the relationship to someone new.

Toyota’s failure was largely a failure of Reliability. It clearly lost share. The companies that gained this share from Toyota, Ford and Hyundai among them, enjoyed some degree of a “weak win” in the domestic automobile market. They may have “won” market share as well, but my guess is that most of their share gains from Toyota fell to them from Toyota’s “failure.”




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Cost Reduction by Redesigning the Product

Over the last several years, we have studied many examples of cost reduction initiatives to improve productivity and create economies of scale. In simplest terms, there are four actions that improve productivity and economies of scale. First, reduce the rate of cost you pay for an input. Second, reduce the inputs that do not produce output. Third, reduce unique activities or components in products and processes by redesigning the products and processes. Fourth, spread fixed cost activities over new product output. The cellular telephone carriers are introducing measures to reduce their costs by redesigning the product.

The wireless carriers use cellular towers to broadcast their signals. The cellular product design offers signals traveling long distances, primarily for voice and for relatively low data speeds. A cellular tower is expensive but capable of sending a signal for several miles.

This cellular technology worked well until the evolution of the smart phone. The growth of the smart phone has put very high demands on the cellular tower infrastructure because of the heavy data usage it brings to the market. Since 2010, data has taken over the majority of network traffic from voice communications. Now the carriers and, in particular, AT&T with its Apple iPhones, is having difficulty keeping up with the growth in demand.

AT&T today and, likely a few others in the future, has found a potential innovative solution, adding Wi Fi access points. These Wi Fi access points are ideal for heavy data traffic sent at high speeds over relatively short distances. Wi Fi access points transmit signals over a few hundred feet. The Wi Fi access points are smaller, easier and cheaper to install than are cellular towers. This low-cost approach appears to make sense in areas with high density of users. AT&T has placed them in New York’s Time Square and Rockefeller Center, in downtown Charlotte, North Carolina, in neighborhoods surrounding Chicago’s Wrigley Field and in San Francisco’s Embarcadero Center.

But there are some drawbacks to Wi Fi access points. Sometimes, a user has to take several steps to connect to a Wi Fi access point. Signals from the Wi Fi access points may interfere with one another, if signals come from multiple networks. Some smart phones do not have Wi Fi capability. These disadvantages have, so far, held back Verizon Wireless’s adoption of this apparently low-cost approach to providing service.

AT&T is leading this cost-saving innovation experiment. Their network strains force it to be creative and experimental. AT&T saves costs by redesigning the product itself using a less expensive technology with some shortcomings. If the AT&T experiment proves both cost effective and acceptable to cellular customers, every other wireless carrier will be forced to adopt it. And since a Wi Fi access point is largely a fixed cost, the wireless carriers with the highest density of membership within the Wi Fi area will have the lowest cost per unit. In most areas of the country that is likely to be either Verizon or AT&T. They will end up getting a unit cost advantage over their smaller competitors…if this works.




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The Long and Arduous Journey of the Airline Industry May be Reaching an End

The government deregulated the airline industry in 1978. Since that time, the basic pricing in the industry, as well as airline fortunes, have been more or less continuously on the downward slope. It has been a very long trip down.

The industry may be heading up again, though. In the third quarter of 2010, the average domestic airfare was 11% higher than a year earlier. Profits returned to the industry in 2010 behind higher prices. In some part, these higher prices were the result of the additional fees that most of the domestic carriers charged passengers for checked baggage, better seating, rerouting and so forth. Still, the industry was able to hold its higher prices.

These prices are holding because the major industry players are less enamored of discounted flying. All of the big airlines are finding ways to extract prices from industry customers. Now that airline capacity utilization is high, the industry is more careful about capacity additions. Higher prices are here to stay.

The consumer still is far ahead. Even at these higher prices, ticket prices are a bargain. In fact, ticket prices, adjusted for inflation, are 20% below the levels of 1995. The industry has continuously stripped benefits from the base product in order to save costs. In 2010, the industry added back a few of those benefits (for example, economy plus seating) for an additional charge. We may see more of that over the next few years.




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The NYSE Stumble Offers a Lesson for All Leaders

Recently, the New York Stock Exchange agreed to sell itself to the German exchange, Deutsche Boerse. For generations, the NYSE was the place to trade equities of the finest companies in the U.S. Its sale to a German exchange is a sign of how desperate its market situation has become. The NYSE’s fall offers some important lessons for a market leader in any industry.


The NYSE’s market share has fallen out of bed. Six years ago, 75% of the traded shares of companies listed on the New York Stock Exchange traded on that exchange. Today, only 35% of those shares trade on the NYSE. This precipitous fall came because the NYSE fell behind in both service and price. The market changed and new competitors emerged.


First, the market changed. High frequency traders, using computerized trading algorithms, do two-thirds of share trades today. These market-dominating customers demand the highest speeds in their transactions and the industry’s lowest prices. The New York Stock Exchange struggled to meet these requirements.


Second, new competition emerged. There are roughly fifty trading venues which will provide these high-frequency traders with fast services and low prices. The majority of these venues did not even exist ten years ago. They sprang up using relatively inexpensive computers in low-cost outlying and suburban locations. These new trading venues offer newer, faster technology and lower prices than the NYSE.


The NYSE held a price umbrella over these emerging firms. The new firms grew and became ever more capable. Today, they can compete and win in competition for even small trades.


The New York Stock Exchange was a dominant market leader. Its precipitous fall holds lessons for all market leaders in any market. Among these lessons are these:


1. Always protect your relationships with the industry’s heart-of-the-market customers. These are the key, primary and secondary relationships with the industry’s large customers, those purchasing 80% of the industry’s unit volume. These key relationships usually hold 65% or so of the total industry sales.


2. Avoid consistent failure with these heart-of-the-market relationships, especially failures in function and price. Customers generally will not leave an established relationship until their supplier fails them. Any failure, especially consistent failure over time, opens the customer relationship to other competitors.


3. Parry fast-growing competitors at any price point. The fast growth of these competitors tells us that customers like what they offer. Their growth in share will not stop until the market leader itself puts an end to it. The NYSE has allowed many new competitors into its marketplace. It would have been much easier to stop them when they were much smaller or, indeed, even before they entered the market. This market will consolidate again into far fewer competitors. But now it is going to be a bloody fight.


4. Fix the products that are losing share in the heart-of-the-market. Customer retention is important in any market, but it is critical in markets where prices are falling. The first demand of product innovation is to fix problems that cause the company to lose customer relationships.


5. Cover any price point your heart-of-the-market customer purchases. Companies often have price point biases, either against a low price point because it pulls down margins, or against a high price point because it makes operations less efficient. If the heart-of-the-market customers are buying the price point, you have to cover it.


6. In a falling price environment, develop pricing that discourages competition. This pricing can, and should, involve more than simple reductions in list prices. There are several components of a price. The NYSE can use these components to beat back many of these competitors. In a low, or falling, price environment, the only real function that price serves is to discourage competitors from competing for your customers. Ultimately, low prices push competitors out of the marketplace. This takes a long period of time when there are as many competitors as the NYSE faces today.


7. Develop and exploit economies of scale to support the falling prices the company faces and to maintain the best returns in the industry. The NYSE is still the largest competitor in the market. It no longer enjoys dominant share, but it is still large enough to create a more productive cost structure, especially by matching benefits and overhead costs to customer segments and eliminating benefits that customers do not need.





  • New York Stock Exchange

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The Kindle with Special Offers…not your typical low-end product

Amazon has introduced a low-end Kindle product, the Kindle with special offers. This Kindle sells for $114 compared to the standard $139 Kindle with Wi-Fi. This is not a typical low-end product. Low-end products offer fewer benefits than industry-leading products (we call these Standard Leader products) for either the buyer or the user of the product in return for a lower price. We call these low-end products Price Leaders. There are two kinds of Price Leaders. The first, called Strippers, strip out benefits for both the user and the buyer of the product in order to achieve a very low price. The second, Predators, offers the user equivalent benefits to the industry’s main product but fewer benefits for the buyer. On average, Price Leaders cost about 33% less than Standard Leader products.




You will note that the Kindle with special offers does not fit easily into either of these two Price Leader categories. It reduces the user benefits by delaying the use of the product until the customer has viewed advertisements. There is no change to the benefits offered the buyer of the product. The Kindle with special offers deviates from the norms of Price Leader products with its level of discount. The Kindle with special offers sells for about 18% less than the standard Kindle product.



The Kindle with special offers varies from the Price Leader pricing norm in another interesting and important dimension. Some of these “special offers” are really good deals for the average Amazon customer. In one particularly interesting offer, Amazon will sell an Amazon Gift Card worth $20 for just $10. So, an avid fan of the Amazon web site receives additional user benefits with this new low-end product. In many cases, these special offers may more than offset the disadvantage to the user of a delay in using the product while the user views an ad.



This new Kindle with special offers is a very creative product innovation. Congratulations to Amazon.




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A Likely End Game to Hostility


The hard disk drive business has been a lousy place to compete for nearly twenty-five years.  It has been the graveyard of many competitors.  Twenty years ago, there were eighty disk drive manufacturers.  By the mid-90s, there were only fifteen.  By 2001, there were eight, and today it appears there are only four.  But the fact that we are at four competitors, especially the size of the leading competitors, means that the industry is likely to come out of its recurring bouts of overcapacity and hostility. 



As 2011 began, there were five hard disk drive manufacturers.  Western Digital led the market with a 31% market share, followed closely by Seagate with a 29% market share.  Hitachi enjoyed an 18% market share, while Samsung and Toshiba shared the remaining 22% of the market.  Recently, Western Digital agreed to purchase Hitachi.  This acquisition would bring Western Digital’s potential market share to 49%.  The top two of the remaining four competitors would then have a potential market share of 78%.  The top three would have more than 85% of the market. 



Hitachi was not just any other competitor in the market.  It had a well deserved reputation for being the most aggressive price discounter in the market.  Hitachi was the major reason that pricing stayed under pressure in the hard disk market.  Western Digital’s acquisition removed the major discounter.



In the past, acquisitions among the hard disk drive manufacturers brought somewhat better margins to the remaining players, but not as much market share as the acquisition would suggest.  The reason was customers rotating other strong suppliers into their relationships to maintain low prices.  With only four players left, and a dominant leader in the market, there is little purpose for the three followers to discount against Western Digital.  A discounter might pick up some temporary share in a market saturated with “last look” arrangements, but it might face a very aggressive pricing response by one or both of the remaining leaders in the market.  No, rather than discount, the economics for all the players would argue for firm industry pricing.  That is the most likely outcome of this acquisition.



Over the years, we have studied many industries in overcapacity.  Overcapacity produces a hostile market, where returns are low and price competition remains intense.  These kinds of markets end in one of two ways, either demand picks up and sops up the industry’s overcapacity, or the industry consolidates to the point where the top four competitors control 85% or more of the industry’s volume.  The remaining players then demur from competitive price discounts. The majority of industries see demand growth pull them out of hostile conditions.



There is one potential fly in this hard disk ointment.  Computer tablets and other portable devices don’t use hard disk drives.  Instead, they use NAND flash drives.  These are solid state drives.  They are more expensive than hard disks, have a much smaller form factor and are generally more reliable.  Samsung, Toshiba and SanDisk are the leaders in this market.  It could happen that Samsung and Toshiba, two of the four remaining hard disk drive suppliers, use low prices in the hard disk market to create customers for their more expensive flash drives.  It is more likely, however, that these two companies, who are distant followers in the hard disk market, would prefer to see higher prices for hard disks.  These higher prices on a competitive product would help some customers in the market transfer alliance to flash drives.



This acquisition should be a good deal for the remaining four hard disk players.  While some analysts have argued that the hard disk drive market will slowly die under the pressure of the growth in the applications of flash drives, industry observers still see an 8% per annum unit growth for this market over the next five years.  That unit growth should come with better margins for the remaining players.




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The Mobile Phone Industry and Customer Retention

The mobile phone industry’s growth has slowed.  It is now operating more like a stable, moderate to slow growth market.  This is particularly true in Europe.  To face the challenge of slower growth in the industry, European mobile operators are turning to customer retention, but they are careful of the customers they seek to retain. 

The Europeans have observed that less than 20% of an operator’s customers generate to 80% of the operator’s total revenue.  This pattern repeats itself in many industries.  When we have seen these patterns in other industries, we have also noted that less than 10% of the total customers generate an astounding 50% of total revenues.  These are the really important customers in an industry. 

A company must retain its key customers.  In the mobile phone industry, as in most industries, the largest 20% of the industry’s customers are likely to be what we would call Core customers for the industry’s larger competitors.  A Core customer allows supplier company to earn at least the cost of capital through a business cycle.  The retention of these core customers is of paramount importance to long term company success. It costs a great deal more to find a new customer than to retain and build the relationship with a customer you already have.  In the European mobile phone industry, carriers have found that it costs ten times more to acquire a customer than to retain one. 

The industry has found another important phenomenon associated with customer defection.  Recent research has told it that defection is a social phenomenon.  If defecting customers leave an operator, they usually are not quiet about it.  They tell their friends.  In turn, some of their friends defect as well.  So, the loss of a Core customer to an operator will often bring with it the loss of several other Core customers. 

The mobile phone operators in Europe are working on retention by focusing particularly on those Core customers most likely to defect.  These operators have analyzed the value of their customers and have assigned a rating to each customer.  When a customer calls a call center, the information about the customer, including his rating, is readily displayed on the service representative’s screen.  This customer specific information enables the service representative to respond with different value offers, depending on the importance of the customer.  Most of these offers reflect lower prices for a potential defector.

But the industry is responding to potential defections with more than simple price reductions.  Some companies are developing personal calling rates and plans tailored to individual Core customer habits.  One European company instituted this individual approach and cut its percentage of customers defecting each year in half, from 20% to 10%. 

The industry has found another important phenomenon associated with customer churn.  Recent research has told it that defection is a social phenomenon.  If defecting customers leave an operator, they usually are not quiet about it.  They tell their friends.  In turn, some of their friends defect as well.  So, the loss of a core customer to an operator will often bring with it the loss of several other core customers. 

Customer retention is an important, strategic management imperative, even in fast growing markets




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Failures in Reliability Lead to Share Loss

We have written several times before about the Customer Buying Hierarchy (i.e. customers buy Function, Reliability, Convenience and Price, in that order).  We have also written, on several occasions, about companies winning and failing customers in a marketplace.  In a stable market, failure of a supplier causes more market share to move than does another competitor’s “win” of market share against its peers.  Most failures occur in Reliability. Recently, two of America’s paragon companies have failed their customers on Reliability and are now struggling to catch up.  Other leaders have had a similar problem and have recovered nicely. 

Macy’s is a clear leader in the department store market.  Over the last several years, Macy’s has purchased and integrated other large department store competitors.  For example, in 2005 Macy’s purchased May Department Stores.  As the company worked to integrate these acquisitions and obtain synergistic savings, their attention swerved from customer service.  The company’s failings were greatest in customer interactions with the company’s sales associates.  Nearly half of customer complaints focused on actions of sales associates. These are failures in Reliability.  A customer expects to be well treated by a department store that charges relatively high prices for its goods.  Macy’s failed to do that. The company’s market share began to drift lower as a result of these failures. 

Now Macys is investing a great deal more money and time into the proper training of its sales associates.  This investment is beginning to pay off.  A recent survey of customer satisfaction indicated that the company was making strides in improving its reputation.  Still, it lags the performance of some of its important rivals.  This is still a Macy’s work-in-progress.

Wal-Mart is another industry paragon who drifted from its Reliability promises.  Wal-Mart committed two notable sins.  First, it removed some products that were important to its core customers.  The company did so in an effort to improve the product mix and the margins a better product mix would bring.  Some of its core customer volume began to drift away.  The company also moved away from its aggressive pricing.  Instead of every day low prices, the company began to promote deals on some products while raising prices on others.  Customers didn’t like that either.  Recently, a survey by a retail consulting firm has found that Target Stores offered prices below those of Wal-Mart.  So, Wal-Mart has created Reliability failures in both product availability in its stores and its promise to have “always low prices, always.”  The company’s market share has also drifted lower. 

Wal-Mart now promises to return to its core values and core customers.  It is bringing back the products it once eliminated in favor of higher margin products.  It is getting more aggressive in pricing once more.  This, too, is a work-in-progress. 

Certainly, these leaders can recover from these miscues. We have seen other leading companies struggle with Reliability and yet recover nicely.  For example, several years ago McDonald’s went through a period of time where it was losing market share.  As the company examined the reasons for this market share loss, it noted that customers began to see its prices as high in the quick service restaurant industry.  In addition, its products in stores had developed a reputation as being about the same as or, in some cases, lower in quality than some of its big competition.  Under the leadership of a CEO well versed in operations, the company returned to its roots by emphasizing its core quality values and aggressive pricing.  Today, McDonald’s is the unquestioned leader in the quick service restaurant industry.  Many of its competitors struggle to keep up with McDonald’s. Most fail to do so.  McDonald’s again has gained share in the industry over the last several years.  McDonald’s success in reversing its Reliability failures suggests that the pathway is open for both Macy’s and Wal-Mart.  They both should be able to enjoy similar success.  The odds are they will.




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Does the Withdrawal of Capacity Help?

As industry prices fall, and companies’ fortunes decline with the resultant squeeze on their margins, some companies, especially the leaders, seek to withdraw capacity from the market.  The leading companies expect the capacity withdrawal to do two things: redress the imbalance between capacity and demand; and raise prices to more attractive levels because of this better balance.  In practice, the withdrawal of capacity often fails to achieve either of these objectives.

Whenever a leader in an industry reduces its capacity to force price increases, it must consider how competitors will respond.  In many, if not most, cases low-cost competitors expand their capacity to make up for the withdrawal of capacity by the industry leaders.  The end result often is even more capacity available in a marketplace and the same or lower prices available for the industry leaders.

After several quarters of improving profits, the airline industry is again slipping into hostile market conditions as rising fuel prices reduce margins and force higher prices.  Higher prices limit demand growth.  In response to the margin squeeze these tougher times bring to the industry, the industry leaders are restricting the growth in their capacity and, in some cases, reducing the capacity they offer in the domestic U.S. market.  The problem is that several of the industry followers are not going along.

United Continental Holdings and AMR Corporation’s American Airlines have both posted losses for the most recent quarter.  Both of these industry leaders plan to reduce their domestic capacity as a result.  They will be reducing seats available flying into and out of selected domestic markets. 

The pattern of leaders reducing capacity and followers adding it seems to be holding in the current airline industry.  Southwest Airlines, JetBlue Airways and Alaska Air Group derive most of their revenues in the domestic U.S. market.  Each of these companies reported profits in the most recent quarter.  This profitability of the three follower airline competitors indicates that their costs are lower than are the costs of the two legacy airlines that have reported losses, United Continental and American Airlines.  Southwest plans to increase its capacity by 5% to 6% in 2011.  JetBlue plans to add 6% to 8% this year, while Alaska Air plans to grow its capacity by 9%. 

The industry followers are able to add capacity in the face of capacity withdrawal by their larger industry-leading competitors because they have these lower costs.  The lower costs enable the follower companies to make a profit while their larger competitors suffer losses.  In the long run, the only way that the industry-leading competitors will be able to stop the expansion of these follower competitors will be to match or beat their lower cost structures






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Can You Help Me With an Experiment?

Hey awesome blog reader… can you help me with an experiment? Below you’ll find five of my favorite videos from my YouTube channel. A mix that covers photography, travel, post-processing, AI and Machine Elf. I’d love it if you’d pick whichever one appeals most to you and watch a bit. That can be a minute […]

The post Can You Help Me With an Experiment? appeared first on Stuck in Customs.






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MI40 Birthday SALE!!! $30.00 OFF!


AS FEATURED IN



CLICK THE IMAGE ABOVE TO GET A FREE 43 PAGE REPORT:

CLICK THE IMAGES BELOW TO GET THE PROGRAM:







First off, I want to thank you for your interest in my product. I aim to give you the absolute best quality product that exists, as well as the best possible technical support for all of your questions, concerns, and comments.
I wanted to take this opportunity to introduce myself and tell you a little bit about my new Muscle Building Program.
My name is Ben Pakulski , the author and creator of MI40. I will start off by answering the question most commonly asked. What is the significance of the name?
The name, MI40 - “Mass Intentions” is significant to this program because it is representative of the conscious INTENT, to create TENSION in the muscle, as well as the pun of overall mass creation.
The number 40, is the most important number in this program because it is the number that has the most scientific significance in MI40. 40 is representative of the number of days in the program (40 days), the amount of time in a set (40 seconds), the rest between sets (40 seconds), and the number of exercises used in constructing this muscle building protocol.
Many of you will immediately recognize the scientific significance of all of these numbers and some of you may not. The number 40 was chosen because of it being the MOST optimal number for many of these variables.
As will be explained in the program, 40 days has been proven to be the most optimal amount of time to adapt to any new training program (6weeks). 40 seconds is the ideal amount of “Time under Tension”(TUT) to illicit muscular hypertrophy. 40 seconds rest is the ideal amount of time to allow your CP and ATP Glycolytic energy pathways to recover before the next set (these are the energy pathways that drive muscular contraction of fast twitch muscle fibers which are responsible for growth!).
To tell you all a little about myself, I am a graduate of the University of Western Ontario. My areas of study were primarily Kinesiology, and Biomechanics.
My passion for health and fitness is second only to my passion for helping others improve their lives. I live my life by the acronym “CANI” – Constant And Never-Ending Improvement. 1% Improvement Every Day.
I have never viewed myself as an overly blessed individual, which is why my life is always centered on learning the best information, from the best resources and brightest people that exist. 14 years of seeking the best information and applying just about every possible technique on myself , has brought me to where I am today. A very successful, happy, healthy, motivated -professional bodybuilder, author, public speaker, nutrition coach, celebrity trainer and success coach. Sounds like a lot of hats, but they all tie into one balanced life…. Sometimes! ☺
The 2 main principles (or as Vince would reference them – “hooks” and Unique Selling Propositions) set forth in MI40 are the concepts that I deem to be most greatly contributing to holding people back from achieving their goals! “The WEAKEST LINKS!!” Here are the two problems MI40 Solves:
1) Most people have no idea how to feel how to “feel” their muscles, and therefore have little idea how to exhaust and build these muscles. ‘Intentions’ the ideal tool to assist them in doing so.
2) Then there is the idea of creating sufficient overload to stimulate a muscle to grow. Many people spend way too much time in the gym trying to “train” and exhaust a muscle group.
NOS has been designed to get the MAXIMUM efficacy in the shortest amount of time. It will fatigue the muscle faster and create the most optimal hormonal environment to illicit the growth response. Keeping the workout time shorter, means less cortisol (muscle breakdown) and therefore better body composition and muscle growth!
As many of you may already know, in a manner consistent with my approach to all aspects of life, I have gone out and sought “the best”. I have hired marketing genius and fitness pro, Vince DelMonte as my campaign manager for MI40. After spending quite a bit of time with Vince in prepping him for his competitions in 2011, I knew Vince was the guy to help me launch my muscle-building baby to the world! Vince is becoming renowned for his consistent low-to-mid 6-figure launch records. I believe in the product I have created, and I want to share my knowledge and expertise with as many people as I can.
I truly believe that this product has the science, the practical basis, the structure and format to help anyone that comes in contact with it. I want your help in spreading this knowledge and passion with the world!
Yours in fitness, health and passion, Benjamin Pakulski

A short message from your launch manager… Vince Del Monte

MI40 – What is the hook?

We have more than one – earning it’s rightful tag line, “Twice The Muscle, Half The Time!”
First, MI stands for MASS INTENTIONS and INTENTIONS is Ben’s trademark technique that addresses the problem of not being able to go heavier and heavier with your weights unless you wish to carry more risk than reward.
Going heavier isn’t your best option, especially after a few years of lifting, if you want to stimulate muscle growth and you most look to other solutions. With INTENTIONS you change the angle of pushing or pulling by means of a technique almost imperceptible to an observer. You push inward or pull outward with your hands or feet as you perform an exercise. I was introduced to intentions in December 2010 and ever since, my body has never looked the same. You’ve seen my pictures! Intentions literally RE MOLDED my body. On lat pulldowns as I pulled the bar down, I tried to pull my hands apart. They didn’t actually move on the bar, but that different motion made my lats fire in a different way, and my back was more sore the next day than it had been in months.
In the MI40 DVD, Ben teaches you how to apply INTENTIONS to virtually every exercise, not an easy task if you’re untrained in biomechanics and kinesiology (Ben holds a degree from the University of Western Ontario in Kinesiology). On barbell presses for chest, for example, you try to push your hands together. One thing is certain: Forget about using your normal weights. Typically, I do work sets with 180 to 230 pounds on lat pulldowns to the front; at that recent back workout I didn’t need to go any heavier than 150. As I said, though, the feeling in the lats was completely different.
We often play around with grip widths and experiment with pushing and pulling angles, but with intentions you introduce a variable that can awaken dormant muscle fibers and stimulate them in fresh, new ways. Pakulski has used intentions to get more out of exercises like leg presses, squats, barbell rows, bench presses and overhead presses—really anything that has you pushing or pulling both limbs at once on a bar or roller pad. It’s helped him become ripped at 270, place Top 10 at the Arnold Pro Show, Top 5 at the Flex Pro show and on his way to qualifying for the Mr. Olympia next year! INTENTIONS is 100% unique and will breath new life into your workouts. More important, it stimulates new muscle growth based on science and biomechanics, not bro science.

MI40 – What’s up with the number 40?
Ben already explained this but lets review it once more to ensure you know exactly what you’re endorsing. You and your list are going to LOVE the simplicity of the mechanism that makes MI40 so effective.
40 days!
40 second sets!
40 second rest periods
40 minute workouts!
40 exercises!
40 foods!
40 day meal plans!
This is the exact workout I followed in prep of the WBFF World Championships and here’s a reminder that it works!
As you can see, MI40 did not transform my body, it literally RE MOLDED it and it’ll do the same for you.



MI40 – How is MI40 different
than every other muscle program?

Aside from Ben’s trademark technique Intentions and the science behind the number 40 (we can explain why 40 is scientifically optimally for every variable above), we have…. NOS!
I’ll let Ben explain NOS to you…
Join the NOS revolution:
For years, I had been searching for the best way to overload my muscles each and every time I go in the gym. I know you can relate to those days when you worked “hard” but still feel like you could have done more. Leaving the gym feeling like there was more in the tank or maybe getting home and regretting not pushing harder?! I CRAVED something that would ensure that my muscles are taken to their limit, and CREATE NEW GROWTH!
This is when I discovered NOS!
My training partner and I had been coming up with creative ways to inflict pain on each other during leg workouts for years. I remember daydreaming of ways to make workouts harder. My goal was to leave the gym knowing I had BLASTED every last muscle fiber, and to have my training partner talking about how he had never experienced muscle pumps and growth like this.
“Straight sets” just didn’t seem to do the trick anymore. Ya sure I felt a decent pump, but it just didn’t seem to be the type of intensity that I KNEW I needed to grow!
FACT: A “straight set” will NEVER cause the type of neurological adaptation, hormonal response, and thereby GROWTH that a NOS set will.
NOS WAS BORN ON A LEG PRESS!
Being a research junky I had always read about overloading the muscle and overloading the nervous system to stimulate new muscle and strength gains respectively. Time under tension was proven to be the number one factor correlated with muscle growth and overload!
Something clicked in my brain! Time under MAXIMAL TENSION! This had to be better than just time under tension!! And so, my GROWTH BABY was born!
If I could use the maximum amount of weight I could handle for strict form for the greatest amount of time possible, growth was inevitable! The only catch is, that ITS HARD!
NOS is something that I have been using religiously ever since. Perfecting its components. I use it to get ready for my contests and in my offseason. Straight sets are now a thing of the past.
The science behind NOS: Neurological Overload Set.
The NOS system has been specifically designed to ensure a maximal MUSCLE OVERLOAD! The greatest number of muscle fibers are broken down or exhausted. Taking your muscles to such an exhausted state also causes the highest possible release amount of growth hormones and growth factors within a working muscle! Without these, you can train all day and eat a perfect diet and expect ZERO growth. This is one of the main reasons why so many people train often, train “hard” and see minimal results. They never reach that “overload-anabolic state.”
GREATER OVERALL STIMULUS=GREATER MUSCLE GROWTH!
Now this Math I LIKE!
How to: NOS
NOS is completed by performing an “extended set”.
The goal here is to extend the set for as long as possible while maintaining tension on the working muscle, and perfect form!
Start the set with a weight that you can use for a strict 8 repetitions. After completing your first 8 repetitions, decrease the weight by 20%(if youre using 100lbs, you would decrease by 20lbs, etc.) Immediately continue to perform as many repetitions as you can with the second weight (usually 5-8 reps). Repeat this process 4 times total. (You will complete 3 drops, therefore 4 “sets”-100,80,60,40lbs).
DO NOT allow your form to stray in an attempt to complete more reps. If anything, decrease the size of the Range of Motion (ROM) (“partials”), just make sure to be initiating the movement with the working muscle from a fully stretched position.

MI40 – What does the product look like?

FRONT END OFFER:

Component 1
The 40 Day MASS Intelligence Training Manual
Component 2
The 40 Day MASS Consumption Nutrition Manual
Component 3
The 40 Day MASS Instruction Workout Videos
Component 4
The 40 Day MASS Proportions Exercise Demo Guide
Component 5
The 40 Day MASS Prescription Printable Workout Sheets
Component 6
The 40 Day MASS Pursuit Calendar
Component 7
The 40 Day MASS Supplement Stack Protocol
Component 8
The Sciene & Story Behind NOS & Intentions Audio Interview