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Tag: Europe

  • Europe airlines chart path through coronavirus crisis

    Europe airlines chart path through coronavirus crisis

    European airlines are reducing flights to Italy due to coronavirus as part of drastic cost-cutting in an industry rocked by fallout from the deadly outbreak.

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  • Climate campaigners win appeal to prevent new Heathrow runway

    Climate campaigners win appeal to prevent new Heathrow runway

    Britain’s Court of Appeal on Thursday ruled in favour of environmental campaigners who oppose the building of a third runway at London’s Heathrow airport, Europe’s busiest.

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  • France pledges US$100 million (€90 million) for WHO Academy

    France pledges US$100 million (€90 million) for WHO Academy

    Geneva: France’s Minister for Europe and Foreign Affairs, Mr Jean-Yves Le Drian, and Dr Tedros Adhanom Ghebreyesus,  Director-General of WHO today met at the Permanent Mission of France to the United Nations in Geneva to discuss the WHO Academy, which will be the world’s largest and most innovative lifelong learning platform in global health.

    The WHO Academy aims to reach millions of people worldwide, offering high-tech learning environments at a “hub” in Lyon with “spokes” in the six WHO regions. The Academy will provide learning opportunities for leaders, educators, researchers, health workers, WHO staff and the broader public, and will deliver high quality, multilingual learning, both online and in-person, alongside a cutting-edge simulation centre for health emergencies.

    The discussion today follows a Declaration of Intent signed by Emmanuel Macron, President of the French Republic and Dr Tedros on 11 June 2019, and a pledge by France in the amount of US$ 100 million (€ 90 million) to WHO to support the creation of the WHO Academy, which will be established as an internal division within WHO.

    “Technology and innovation in learning are creating exciting new opportunities to accelerate progress towards health for all in every country,” said Dr Tedros Adhanom Ghebreyesus, Director-General of WHO. “The WHO Academy will support millions of learners to maximize health impacts with the best evidence, adult learning approaches and state-of-the-art technologies.”

    By propelling and strengthening digital innovations and lifelong learning opportunities around the world, the WHO Academy will play an instrumental role towards achieving WHO’s triple billion goal by 2023 and the health Sustainable Development Goals: 1 billion more people will benefit from universal health coverage; 1 billion more will be better protected in health emergencies, and 1 billion more will enjoy improved health and wellbeing.

    The funding from France represents a commitment to accelerate the development of the WHO Academy, and confirms the engagement of France — a longstanding partner of WHO and a key actor in global health – and its strong support to the ambitions of 13th WHO General Programme of Work to ensure healthy lives and well-being for all ages. 

     

    France pledges US$100 million (€90 million) for WHO Academy
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    https://www.who.int/news-room/detail/24-02-2020-france-pledges-us100-million-for-who-academy

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  • The History of the Modern Money Clip

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    The history of the money clip is not a very long one since the need for a them only arose with the invention for paper money. Paper currency was first developed in China during the 7th century due to shortage of copper. Before this time ones wealth was worn around the neck in the form of necklaces the wealthier you were the heavier the chain you wore. This became physically uncomfortable and problematic, so the Chinese developed a system where they could leave their coins with a person of trust in return for a paper note. They could get their money back by showing the note at a later time. This practice was later discontinued and paper money doesn’t arise again until 1690 in Europe. During this time England produced paper money to facilitate the movement of goods and services while waging colonial war in faraway Canada. It was much easier to move paper money then large amounts of heavy coins.

    So as paper money gained popularity the need to hold ones money became a necessity. The first patent for a money clip was patented on May 7 1901 by B.G Deovich for a safety holder for paper money. This clamping device held the money and also had an attached chain to secure to and convenient button. The ones we know today was not invented until 1931 when L. weeks applied for the patent that we know today as the modern money clip. Before this time paper money was hap hazardously carried in pocket of in change purses or in folded pieces of fabric.

    Today there many styles and types they are made of different metals and materials and come in many different styles to fit anyone’s taste. Some money clips have time pieces on them; some have secret compartments, some even have knives in them or flash lights. They come all metals from platinum encrusted with diamond to silver and gold and the more readily accessible stainless steel. Stainless steel is prized for its durability and low cost and is the most well known of all the materials. Many groups such as the Mansions carry money clips with special logos on them. They can are used as an extension of one’s personality or to show affection or affiliation with an affinity group such as sports teams or military units. They are given as both corporate and personal gifts because they can easily be engraved and made as personal or impersonal as needed.

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    Source by Brenda L Hopkins

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  • How Dirty Bunks At Summer Camp Can Teach You How To Heal

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    When I was a child and a young adult, I spent twenty summers at Camp Ramah, a network of Hebrew-speaking summer camps located throughout North and South America, Israel, Russia and even Eastern Europe. I was a camper, counselor, teacher, division head, Camp Rabbi and assistant camp director at Ramah in the Poconos and Ramah Massachusetts. Aside from having a wonderful time learning all about what it meant to be a “good Jewish boy,” I now realize that it was at Camp Ramah that I learned a valuable life-lesson which would teach me-and you– how to heal from the pain of loss.

    Surprisingly enough, I learned that lesson from our dirty bunks!

    Every single day, our bunk needed to be cleaned, except for Shabbat, our Sabbath. Chores were divvied up, sometimes using a daily “job Wheel of Fortune,” sometime a weekly cleaning assignment, and sometimes the counselor simply told us what to do. No one liked to clean the bunk, but from bunk clean-up, I learned my first, and perhaps most important healing lesson: mourners need to clean out the losses from their lives, to make room for the life of joy and celebration that is waiting to enter. It wasn’t about the clean-up at all, it was about having something to do each day that would help us reach our goal. We were never allowed not to have a job, that was not an option. Each day we had to actually do something, we couldn’t just sit on our beds and read comic books, and we couldn’t just lie in bed all day!

    Now I am a man, and I do not see dirt, whether it was in my bunk at camp or in my home now. But somewhere in the recesses of my mind, I knew then, and know now, that there was indeed dirt which we needed to clean up and remove. Though I mostly didn’t want to clean, I knew it was necessary.

    You could say that when loss enters our lives, our life-bunks become covered with dirt. The dirt won’t go away by itself, it needs to be swept out. That’s why routine tasks are crucial-they help us get out of bed every morning and tend to the chore of cleaning our bunks. Or our lives..

    If you’re like me, you would sometimes rather not do anything to heal, perhaps just wait until “the right time comes along.” It’s too hard, or it hurts too much, or I don’t like making changes so I’ll just stay the way I am right now-as if you could…

    I know people, and so do you, who are still grieving a loss from ten, twenty or even thirty years ago. I know some one whose husband died ten years ago, and to this day has still not emptied out his clothes closet. When I asked her why not, her answer was: I like to feel that he’s still here with me. Okay, I get that, but for her, he is still alive while she is drowning in sadness, and that is not how life is supposed to be. If she cannot clear out his clothes, then she cannot ever begin to heal, because for her, he hasn’t truly died, and she has not yet said goodbye to him. It’s easier, she thinks, to do nothing. Except we know the truth. Doing nothing is worse than just doing nothing. Doing nothing only makes it harder and harder to begin to sweep out that dirt and let the beauty of life enter into our lives.

    So at camp, the dirt needs to be cleaned up and swept out, or else the bunk will get even dirtier. The lesson is clear. When loss comes, we need to similarly begin to clean up, do what needs to be done, and let the healing begin.

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    Source by Dr. Mel Glazer

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  • Customer Trust and Loyalty

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    Customer trust is a precondition for prosperity. Yet, most businesses…

    o Act as if customer trust develops because the business believes it is honest.

    o Build only a shallow type of trust that does not lead to profitable relationships and loyalty.

    o Have no strategy to build the type of trust where customers increasingly value the relationship.

    Now is an excellent time to aggressively and systematically work at building customer trust. Virtually all businesses have been tainted by the general rise in societal distrust of companies.

    o A recent Datamonitor study of consumers in the USA and Europe found that 86% are less trusting of companies than they were five years ago.

    o 80% of people stop buying products or services from companies when their trustworthiness comes into question (Edelman 2005 Trust Barometer)

    o People spread distrust to friends and associates, the people we trust most.

    o Over 33% who lose trust in a company, openly campaign against that company on the Internet.

    The Datamonitor and Edelman research demonstrates that it goes beyond a few isolated cases. Furthermore, according to a Yankelovich study, more than two-thirds of people don’t believe advertisers and marketing. They see it as self-serving distortions.

    Customers want to do business with companies they trust but, don’t know who to trust. Therefore, companies that proactively demonstrate trustworthiness stand to gain a tremendous source of competitive differentiation.

    What is trust and why is it important to customer relationships? Webster gives two definitions of trust that help separate the wheat from the chaff.

    1. firm belief or confidence in the honesty, integrity, reliability, justice of another person or thing.

    2. confident expectation, anticipation, or hope; as in trust in the future.

    Most companies believe they are trustworthy but only measure up to the first definition. They want to be known as a company that is honest, reliable and fair. They expect their products live up to expectations and when they don’t they think they treat customers equitably.

    Do you think your company measures up? If you say yes, ask yourself what you proactively do to build this trust. Many companies have no deliberate strategy.

    If you have a deliberate strategy, now might be a good time to question how well it is working. As mentioned above, Yankelovich’s research shows that most customers don’t believe your marketing and advertising. And, the Edelman Trust Barometer concluded that when looking for a credible source of information on a company or product, CEO’s, employees, public relations people and celebrities rank in the bottom half.

    Measuring up to the first definition of trust is essential to sustainable and profitable customer relationships. However, even if customers believe your company is honest, reliable and fair, this is no guarantee they will be loyal and profitable. To garner commitment, profitability and high lifetime value, a company must measure up to Webster’s second definition as well.

    Businesses that meet the first definition but not the second, run into the Satisficing Trust Barrier. Satisficing trust is the trust that allows a customer to feel comfortable in buying products or services from a company. It is a sense of confidence that the company will stand behind the product. It is sufficient trust to purchase a well-defined product, a commodity. In a world of abundance and overwhelming choice, satisficing trust does not insure repeat business. Customers buy commodities that offer the best trade-off between satisficing trust, price and convenience. Some companies become complacent because they feel they offer the best combination of the three. Unfortunately for them, all it takes to lose customers is for a competitor to create the perception of a better deal. No real relationship value has been accrued by the company who wins business this way.

    The operative words in the second definition of trust are “hope” and “trust in the future.” Many purchases these days are not commodities; they are not well defined and may not have a track record. To make these types of purchases the customer must take a “leap-of-faith,” and this requires trust. In this type of trust the customer must believe that the vendor company is truly interested in a win-win relationship. That is, they are interested a long-term relationship where both parties benefit. This type of trust grows out of experience with a company demonstrating a real commitment to win-win. Since virtually all customers have been “burned,” companies often have to subjugate their short-term interests to stimulate the development of faithful trust.

    Customer want to build relationships that help them more confidently make “leap-of-faith” decisions. Being able to rely on this trust helps them simplify things in an increasingly complex world. When this happens, trust in the relationship becomes more important to customers than price and convenience. It starts with “hopeful trust.” Customers want the best for themselves. They want to adapt and to embrace change, and they will place extremely high value in relationships that help. Customers are on the lookout for signs from companies that their “hopeful trust” will be well placed. But this “hopeful trust” is just a test. If experience demonstrates that trust in the relationships is justified, faithful trust will emerge.

    When trust morphs from “hopeful” to “faithful,” a very significant twist occurs. The main concern of customers shifts from price and utility to the seeking of advice and guidance. When price is an issue, customers withhold information. When they seek guidance, they openly share. “Faithful trust” enables this openness. It also enables both parties to prosper and builds a basis for co-adaptation, now and in the future.

    The trustworthy company gets the immediate sale, but they get much more. Snafus or mistakes that might have once terminated a relationship are now overlooked for the sake of the relationship. Customers become turbocharged advocates. They don’t merely tell others what you sell; they vouch for you and the relationship value you deliver. They come to depend on your business and, as a consequence, they want you to thrive.

    The real-life story of Billy Blue, a men’s clothier in San Francisco illustrates the power of fully trusting relationships. Billy Blue’s thriving business took a nose dive during the dot.com crash. The downturn was so severe its owner, Billy Bragman, considered closing his doors. Instead, he wrote his customers a letter explaining the situation and asked them to buy more clothes. Even though many of his customers had their own business “trial and tribulations,” they increased their clothes purchases. One guy sent a check for $2,500 with a note saying, “You know what I like; just send me some new clothes.” Billy Blue customers could easily have turned to other men’s stores but they chose to support Billy Blue. They valued their relationship with Billy Blue and didn’t want it to go out of business.

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    Source by John Todor

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