Invicta Watches

The word Invicta means “invincible” in Latin. The Invicta watches were first manufactured in 1837 in a place called La Chaux-de-fonds, in Switzerland, and its founder was Raphael Picard who wanted to provide top quality Swiss watches to the public. Invicta took as much as 7 years to produce a mechanical winding timepiece. At present, the company has become very big and is feared by most of its rivals. In fact, it is now the fastest-growing watch manufacturing company in the market.

While purchasing an Invicta watch you must make sure to choose the model that is suitable for you. Here are a few examples of Invicta’s huge collection of timepieces:

Invicta 9010 Gold Automatic Diver:

This awesome gold-plated and stainless steel timepiece includes a see-through case back. The dial which is champagne colored is a treat to watch and the movement of the timepiece is Japanese automated. Furthermore, this watch is ideal for the divers due to the fact that it is water-resistant up to 300 meters.

Invicta Men’s Lupah Collection:

This watch is diamond-accented, featuring a dark colored strap made of genuine leather. This timepiece is also very attractive with its rose dial, as well as, rose hands. The Arabic numbers are decorated with diamonds and the watch is water-resistant as much as 100 meters.

Invicta 5517 Subaqua Collection:

This magnificent chronograph with its stainless steel and gold-plated case is in a class of its own. The dial which is made of gold features gold-plated inserts. Above all, the watch is 500 meters water-resistant.

Women’s 0055 Vintage Style Gold Mechanical Watch:

This watch features a mechanical movement and thus, it is of the classical Swiss tradition. Its gold-plated case possesses a skeleton dial which has luminous hands. The band which is made of stainless steel has push buttons and fold-over clasps. This timepiece is an asset that makes women burst with ecstasy and men proud of their coveted gifts.

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Women’s White Face Diamond Watch:

This watch is reputed for its feminine touch and every woman will aspire to be the proud owner of this wonderful creation. Its case measures 30 mm and includes a white colored face along with Roman digits. Moreover, there is a guarantee of its quality because of the Swiss movement.

Blue Dial Gunmetal Chronograph:

This particular chronometer is ideal for daily use and one can wear it in both formal, as well as, informal occasions. The main features include a sober design along with graceful, yet unflashy colors.

It must be mentioned here that one ought to be very careful while buying these Invicta watches because of the counterfeit models that exist in the marketplace. Always ensure that you are purchasing from a genuine website and also make certain that the timepiece has all the essential features that you want.

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Solavei Reviews

Solavei Reviews

Solavei Review – Good and Bad Factors of Solavei
The target of this Solavei outline ought to be to instruct these ignorant of this new gainful open door. Solavei is a remote cell administration supplier that gives great administration to a moderate value and pays you on the off chance that you sign up other individuals with the organization. Solavei has end up being truly decently preferred exceptionally quick for the reason that their item is superb and very easy to industry essentially in light of the fact that each individual makes utilization of a mobile phone inside this contemporary age. 

Solavei survey Services 

The principal thing to finish before joining with Solavei or any Solavei Mobile Reviewsimmediate deals/system elevating organization will be to make sure that they’ve a great thing that ought to make you dollars. 

Solavei survey is the administration attractive? 

Yes the month to month administration Solavei presents is less exorbitant than focused bearers in addition to the aggressive transporters don’t use you for marking different people with the administration. The administration Solavei presents is cell administration which can be higher interest for all intents and purpose all ages which shows individuals need your thing paying little heed to what. So the thing is great and finding into the little business can be an easy decision. Joining with Solavei Reviews lets you get across the country T-Mobile scope alongside your telephone for a month which comprises of boundless voice, content and data and best of all NO CONTRACTS. Should you be perusing this Solavei review to be sure that the administration is worth the trouble you may stop. The picture under demonstrates the refinement in arrangements among Solavei and the other first class cell administration suppliers. 

Solavei audit Business Chance 

Separated from the vital reserve funds that Solavei conveys to their customers it offers a strategy to help you create salary at whatever point you allude other individuals to this staggering administration. When you allude different people you get recompense in the business in addition to the extra you sign up the additional you make. With such a sought after thing everybody ought to can produce a full time business from Solavei inside a fast timeline. 

The bigger your system gets the much more money the firm will be sending you on a RESIDUAL premise which implies the cash comes in consistently regardless of how various hours you put in everything relies on the measure of one’s system. So it truly is genuinely clear that with some extreme exertion the salary potential outcomes are higher at Solavei. 

Wholesalers for Solavei mobile reviews may purchase in as an organization rep for $149 yearly. This empowers them to produce benefits, rewards and also re-happening wage through introducing the real T-Mobile sponsored cell administration to amigos. This Solavei Review found likewise that wholesalers’ phone costs will be charged a level cost from $49 month to month. At that point if a rep can get Three clients to wind up included with their own particular gathering as a shipper their cellular telephone bill will be immediately diminished to $29 month to month. Their phone administration arrangement will come directly down to $9 month to month by including three extra reps. The telephone cost will be totally eradicated when3 extra reps are included for a definitive count of 12. At the point when wholesalers sign on Twelve customers inside a 60 day time period Solavei pays a $650 reward for the wholesaler. 

The reps may confront 2 issues as per the audit. Various current telephone sorts from different administration suppliers won’t easily incorporate with the T-Mobile upheld Solavei program. Clients and also merchants either need to buy an alternate suitable telephone and change the real SIM card or purchase a selective Solavei telephone. Despite the fact that they’d have the capacity to chip away at just a 2g administration, cellular telephones, for example, iphone 4 will absorb. Taking everything into account, this can not be a smooth move for everybody. While inquiring about further, we discovered that with Solavei alongside different Mlm’s, most reps use up potential clients. The issue of spamming in dialog sheets, messages and long range informal communication demonstrates the way that a lot of people have got hold of the errand of a wholesaler without having any sort of understanding of selecting or advancing the stock. The genuine Solavei Review likewise contains a significant feature tending to Solavei wholesalers who’re confronting this worry. 

Upgrade for Solavei Reviews

As of mid October 2012 Solavei corporate put forth the genuine expression that for simply a brief time, any individual who needs the Solavei group won’t just barely acquire their first month completely free, they will also get a SIM card accessible at no additional expense. This is a mind blowing offer that our Solavei Review found furthermore there appears to be truly no more noteworthy time to attempt Solavei contrasted with at this minute! Check the Solavei Review to know how to be practically sure of the accomplishment, when the wholesalers, for example, you who need to create your organization without irritating relatives and companions.

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COSTS Analyses


(Monthly Analysis)

Each month, participating institutions will receive (at no cost) the aggregate calculations for all the data elements and benchmarks for all participating institutions. The detailed institutional data will not be released. The aggregate analysis will also include breakdowns by Carnegie Classification, Institutional Size, and Public/Private classification. Along with the aggregate statistics we will provide a list of the names of all participating institutions.

(Special Analysis)

Any participating institution can request a special analysis for a selected peer group consisting of at least 5 institutions. The analysis will show the aggregate statistics for the peer group along with the detailed data for the requesting institution. Each such peer analysis will cost $200.

(Consortium Analysis)

A group of five or more institutions may join the COSTS project as a consortium. The cost of a consortium membership is $100 per institution/year. If all the institutions in the consortium provide complete data each institution will receive the consortium analysis at no additional charge.

Additional services are available to members of a consortium if ALL the institutions agree: For an additional $100 fee per institution/year, the members of the consortium will receive, in addition to the aggregate data, the detailed data for all institutions in the consortia along with the names of the institutions identified.

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At the end of this academic year (June 2005), the COSTS project will merge with the EDUCAUSE Core Data Service (CDS). We are recommending that for future years the current COSTS participants complete the Core Data Survey (CDS is open to all institutions, whether they are members of EDUCAUSE or not).

Our reasoning is as follows:

-We feel we have established the importance of IT benchmarks, and have successfully opened a dialogue between IT leaders and institutional leaders. We now want this effort to move to the next level, and EDUCAUSE is the organization that has resources, leadership, and membership size to do just that. As we’ve said in the past, we have “day jobs” and have, at times, been frustrated by our inability to add more value to the data for lack of time. We think the CDS can do this. EDUCAUSE has also agreed to incorporate key COSTS fields into the CDS so that the IT benchmark ratios can still be calculated if the data is entered.

-The CDS has demonstrated in its first years of existence that it provides a powerful set of tools for promoting understanding of IT investments. We feel EDUCAUSE is committed to increasing its value in the future.

-The CDS provides the opportunity to relate benchmark/ budget/ staffing data with policy/ organizational data by institution. This can only help promote further understanding of IT investments.

-We feel that collecting data about actual expenditures (as in CDS) rather than budgets (as in COSTS) is reasonable. While this means that data reporting and analysis will be retrospective rather than prospective the value of having more institutions participating and promoting wider understanding is worth the tradeoff.

-One less survey is probably a good thing for all of us in higher education.

-Finally, over the last 8 years our work on COSTS has been an exciting and challenging experience for both of us. The support provided by the Consortium of Liberal Arts Colleges (CLAC) has been instrumental in whatever success we have had. And we’ve learned a lot! We have some thoughts about what we want to tackle next but that’s for another day…

While the COSTS Project will officially come to an end, we are enthusiastic about the possibilities offered by this transition. Thanks again for your participation over the past decade,

Dave and Karen

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A Short History of the COSTS Project
co-directors Karen Leach and David Smallen

In November of 1996, Steven Gilbert, moderator of the American Association for Higher Education’s technology listserv, was experiencing a personal technology support crisis. His laptop computer was down for repairs, his office server was experiencing problems, and he found himself unable to function in the Internet world on which he depends. In a posting to the listserv, he wrote:  “As I’ve been suffering the effects of my own personal “support service crisis,” I’ve realized that there are a lot of people who want the same thing I do. We want powerful, effective tools that are utterly reliable, available, and easy to use. … And we want the full costs associated with these capabilities and services to be highly predictable.”

Based upon a “birds-of-a-feather” session at the1996 CAUSE conference, fifty people agreed to participate in a data collection effort to develop reasonable estimates of, and reasonable benchmarks for, the cost of delivering IT support services. And thus, the COSTS project was born!

A year later, after Karen Leach and Dave Smallen presented preliminary results at the 1997 CAUSE conference, more than 100 institutions joined the project.

The project is organized around short- and long-term goals.

The short-term goals of the project are:

  • Identify and understand examples of IT services at institutions of higher education.
  • Develop ranges for the unit costs of providing IT services based on institutional characteristics.
  • Test simple hypotheses about the unit costs of providing IT services.

The long-term goals are:

  • Identify a core of IT services that should be common to most institutions of higher education.
  • Identify exemplars for each IT service, that is, institutional approaches that deliver exceptionally high levels of service at identified cost levels.
  • Develop benchmarks that are useful for comparing the costs of providing IT services among various institutional categories.
  • Determine components of the total cost of ownership (TCO) for desktop computer equipment in higher education.

We first approached data collection and analysis one service at a time. Identification of twelve core IT services was the cornerstone of the COSTS effort. These are IT services that every school provides in some way.       For example, we developed a survey for hardware repair services, and then tried to get as many participants to complete the survey from as many different kinds of institutions as possible.       We promised fast turnaround and only provided the data to those who submitted the survey.

When we analyzed the data we focused on important ratios, such as cost per computer, computers per support staff, and users per support staff. We also determined that we would look at the “middle 50%” of the data – from the 25th to 75th percentile, which we call the “typical” range for a ratio. This would allow schools to see themselves within a typical band, instead of as an absolute placement or ranking.

While many people appreciated the “by service” approach because it came in smaller bites, we heard many concerns that people did not know how to divide up their expenses without seeing the whole.       So, in 1999, we decided to go for the whole enchilada and create a comprehensive survey that would deal with all services at one time.       The survey collected both institutional and IT variables.       The resulting data analyses provided real insight into IT services and were readily customizable by school.

From this experience we also began to examine what stood in the way of more schools participating and what parts of the data participants found most useful. The length and breadth of the survey was a barrier.       Many schools reported that it did not actually take as long as anticipated to fill out the survey.         Other people who were eager for data and analyses, gave up on completing the survey in the press of daily business.       Seeking guidance we partnered with the Consortium of Liberal Arts Colleges (CLAC) (IT leaders from 59 selective institutions) to create a revised survey that is shorter and more focused on a critical set of information. Leaders from the CLAC schools in information technology, institutional research, and finance worked together to design the current survey. It focuses on comprehensive and critical data that helps planners to understand long-term trends. We expect to work with COSTS participants to do an in-depth analysis of one essential IT core service per year as well.

In the last four years the co-directors have made numerous presentations about the COSTS project at national meetings of EDUCAUSE, CAUSE, NACUBO, EACUBO, CLAC, and others, and have authored articles in professional journals. Institutions are eager for data and comparative analyses and enthusiasm for the project has grown over time.       Collaboration among institutions of higher education is a great strength, and the COSTS project is an example of an effort where collaboration can lead to improvements for all participants.

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The COSTS Project
Capturing the 
Cost of Supporting Technology Services 
in Colleges and Universities

COSTS is a collaborative project of 
David Smallen
, VP for Information Technology

and  Karen Leach, VP for Administration and Finance

Hamilton College,
with significant help from our colleagues at other schools.

Participants in the COSTS project submit data on technology spending for their schools and then receive comparative data from the entire COSTS database.  We prepare over 25 separate ratios and analyses for participants. The report is updated monthly. Participation is free to schools who submit their data.  Only schools that participate receive the detailed data and the full analyses. Several analysis options are available to make the data more useful to your institution.

The Mission of the COSTS project is to enable institutions of higher education to answer the following four questions:

  • Are we spending appropriately on information resources to support the institutional mission?
  • Are we staffing our organizations appropriately and compensating our staffs appropriately to attract and retain the needed support personnel?
  • Are we maintaining and utilizing our infrastructure appropriately to assure that it continues to deliver the necessary services?
  • Are we providing appropriate services to meet the needs of users of information resources?

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