AMERICAN WIRELESS DEALER
American Wireless provides your business with high margin recurring revenues from bill payments from the leading vendors. Our bill payment top up rates are the best in the nation and are often a whole 100 - 200 basis points higher than other distributors. The use of efficient and reliable technology to streamlines the replenishment process saving you money by cutting out the middleman. We have several options for retailers, distributors and wholesalers nationwide with our premier program for those doing at least 5 Million Dollars or higher amount of annual volume with the following discount rates: PREMIER PROGRAM DISCOUNT RATES: 19.00 % - AT&T Wireless 11.00 % - Verizon Wireless 15.00 % - Pageplus Cellular 10.50 % - Simple Mobile 10.00 % - H2O Wireless 10.00 % - Net10 Wireless 13.00 % - Red Pocket Mobile 13.00 % - Tracfone Wireless 10.00 % - Ultra Mobile 14.00 % - Airvoice Mobile They are sponsored by third parties, and the programs and opt-in requirements vary. Usage Controls is an easy-to-use service that puts you in control of your child’s cell phone. Please speak with a Verizon Wireless Sales Representative, or your organization’s telecom administrator, for more information about discounts you may be eligible for. Verizon Wireless will provide the warranties or benefits, described in Paragraph III, for as long as you subscribe to this program, from the date you activate service or for the duration of your continuous active service with Verizon Wireless using the Product, whichever is less. Defective equipment must be returned or holder will be subject to a non-return fee equal to the cost of the nonpromotion retail price. In other markets, merchants have been reluctant to accept digital payments. Finally, EcoCash is promoting retail payments to people who receive money transfers by explaining that they can pay for goods electronically with received funds instead of incurring cash-out fees. Severe winter weather is the result of frigid arctic air moving southward that affects non-arctic climate zones, including New York City, and results in temperatures that are hazardous to health and safety. Earthquake-related damages in New York City have been generally minor, with major damage mostly involving tall, unreinforced chimneys. Tropical Storm Sandy formed in the Caribbean Sea on October 22, 2012, and strengthened to a Category 1 hurricane before making landfall at Kingston, Jamaica, on October 24. Sandy is reported to have caused more than $32 billion in damages throughout New York State, including $19 billion in damages in New York City. Businesses and residences close to the waterfront or in relatively low-lying areas were particularly hard hit. Some businesses are operating at full capacity but still addressing backlog, while others are open on a limited schedule or operating at reduced capacity. More temporary measures, such as placement of sandbags or door barrier logs in a doorway in advance of a flood, are less sustainable mitigation measures. Each component and connection must have sufficient strength to support all loads, including wind loads, to avoid damage or catastrophic failure. The most effective mitigation approach for protecting electrical systems is to elevate meters, and disconnect and then move switches and circuit breakers to a location above the BFE. Standby electric generators can provide an extra sense of security in view of New York’s power supply challenges, especially during emergencies and disasters. Portable, gasoline-driven generators are designed to be used with appliances with cords connected to them. Most generators require gasoline unless an investment is made in a permanently installed natural gas generator. Air handling units that serve areas vulnerable to flooding should be located apart from other components of the HVAC system. Where feasible, critical heavy business equipment or components susceptible to flood damage should be elevated above the BFE. Lightweight critical business equipment may be moved to a storage area above the BFE as part of the business preparedness plan. Businesses frequently use off-site storage for redundancy of both paper and electronic records. It is critical that the off-site storage facilities are located outside areas identified on a FIRM as Special Flood Hazard Areas, or that storage facilities are floodproof. The cost of implementing both permanent and temporary flood mitigation measures like the ones discussed here are dependent upon the specific building configurations for the small business, along with its support systems such as mechanical, heating, cooling and plumbing systems, utilities like power and natural gas, and interior building drainage into New York City sewer systems. In addition, the assets such as equipment, stock, and “products” requiring protection must be considered. Once a mitigation approach has been determined and the appropriate officials have been consulted, it is recommended that at least three bids or estimates are obtained and that an attorney review a contract with the selected contractor or tradesman installing the mitigation measure. While Red Hook business owners and citizens cannot implement the first three measures, which are the responsibility of the electrical utility and New York City Department of Parks and Recreation, understanding that these measures reduce snow and ice impacts on overhead power lines can help community organizations advocate for this mitigation and maintenance investment. While earthquakes are rare in the New York City region, they do occur. Investment in earthquake mitigation methods is probably less of a priority for New York small business owners, so specific concepts are not further addressed in this document. Three Red Hook businesses were selected by the Southwest Brooklyn Industrial Development Corporation to participate in a mitigation assessment and disaster preparedness planning process as representatives of the larger business community. Doors and windows are located in openings originally designed for horse-drawn carts. The business manager indicated that some critical documents and electronic data are backed up by an off-site provider located in Manhattan. The major vulnerability of Case Study 1 is flooding. As the business is a tenant, building-wide solutions were deemed beyond the business’s authority and responsibility. The mid-size manufacturing Case Study represents a business that makes systems parts from high grade steel and specialty metals, primarily for the aerospace industry. The main floor is partially mitigated against flooding because it is on a level about 3 feet above the street elevation, which is accessed by stairs at both exterior pedestrian entrances. Customer seating, food preparation, and serving are confined to the first floor. The basement is used for storage of food, beverage inventory, and critical operating equipment including the main ice making machine, water filtration system, and cooler compressors. Flooding filled the basement, and rose to a depth of about 1 foot in the ground-floor restaurant. This report has introduced the most prevalent New York natural hazards and the potential consequences to small businesses resulting from the impact of those hazards, as experienced by so many in the aftermath of Sandy during late 2012. Many of the publications that are titled as homeowner or residential guides will have helpful information appropriate to some New York small business buildings or mechanical systems. Project needs mostly have been met, aside from the occasional loss of connectivity of an IP circuit. DCEC has noticed that the AMI power line courier-based system has data rate limitations in certain selected modes of operation, such as the gathering and reporting of interval energy data and issuance of the load control commands. Fiber multiplexing (MUX) equipment was used for the optical ground wire (OPGW) fiber route because the fibers were being shared with East Kentucky Power Cooperative (EKPC), OEC’s G&T. As part of the request for proposal (RFP), the microwave hop was required to meet both physical and software path study requirements before it was accepted. The co-op is building out a 100+ mile fiber optic network to 18 of its substations, as well as a number of metering points. Washington-St. Tammany tested a single pair of fibers within the blue sleeve on the reels before installation. The fiber installation, when completed, will leave Washington-St. Tammany with considerable excess capacity. In the past, adding a new application such as SCADA or AMI would drive the need to invest in new communications infrastructure; as new applications were added, co-ops would deploy a unique communications technology for each application. To mitigate this risk, gaps in communications infrastructure should be identified prior to procurement by strategically planning for automation and communications across the utility over the next 10 years. The regulatory landscape is varied for co-ops. In some states, electric co-ops are barred from providing broadband services to customers. As stated, utilities have a number of technologies to choose from when upgrading their telecommunications, but each technology has its strengths and weaknesses; none by itself is a “one size fits all” solution. There are fascinating new technologies under development that may close the gap. Virginia Tech is working on cognitive radio networks—a communication system that is aware of its environment and adapts its performance accordingly. NRECA and ABB expect the guide to be completed in 2014 and they will publish it for the entireco-op community. Grocery shopping is one of the consumer’s most frequent and ingrained retail shopping habits. Despite extensive study and thoughtful intervention the consumer’s path to purchase remains difficult to influence. While the social and digital world vastly expands the variety and ease of engaging the consumers’ involvement in food, the evolution in grocery shopping behavior is slower, on the edges of majority behavior, is more significant in smaller consumer segments, and driven by special need situations. The Hartman Group research indicates grocery opportunities lie more with recognizing that grocery shopping behavior is dominated by browsing (66%) rather than search and retrieve (32%). d performance products. All their product lines are very closely related and specifically target the automotive maintenance and beauty markets. Cleaning products include washes, cleaners and degreasers, wipes and accessories. The client company is severely limited by the limited availability of its human resources. Event though it recently opened a branch office in Shanghai it has few staff with experience of working in China. The client’s distribution channel setup and sales value split, as shown in figures 12 and 13, highlight additional challenges due to the lack of information made available to the client about where its products end up and what route they take to end consumers. Market analysis reveals a moderately low number of layers between manufacturers and end consumers within the Chinese automotive beauty and maintenance market. The client positions itself in the mid-to-high price segment. Although it has established itself in the market, the client’s distribution structure is very underdeveloped. The client can choose from a wide range of distribution mechanisms as demonstrated by the different models implemented by its competitors. A further decision weighs the pros and cons of using general distributors to handle distribution mostly on their own against establishing a more physical presence by setting up operating branches in China. An ideal model would of course require the client to have a direct presence in China which would help it increase its proximity to end consumers and facilitate quicker decision making and responsiveness to changes in the market. Control measures and sanctions that ensure tier-1 dealers do not violate territorial restrictions should be an important part of distributor management. It is not currently possible for the client to come close to the optimal distribution strategy as the company uses a single general distributor which carries competing products and has little motivation to sell the client’s products. Ipsos Business Consulting's market research shows the majority of passenger vehicles are located in seven provinces or municipalities – Guangdong, Jiangsu, Beijing, Shandong, Hebei, Zhejiang and Shanghai. The client’s headquarters should establish and manage the branded flagship store on Tmall.com and take over the important supermarkets channel nationwide from its current general distributor. This approach enables the client to gain greater experience in the Chinese car maintenance and beauty products market and about how to better manage distributors and their management. The threat to real estate brokers posed by the Consumer Protection Act, commonly known as Chapter 93A, has influenced the way many brokers sell homes. Massachusetts Courts have not yet decided whether a broker can assert the defense that he innocently provided a buyer with information which the broker received from the seller without verification by the broker and without knowledge that it was incorrect. M The format of the profile is consistent with the NSW Foundation Spatial Data Framework Theme and Dataset profiles and this provides conformity at a national level with the ANZLIC ‘One ANZ Foundation Spatial Data Framework.’ The considerations in this section should be observed in conjunction with 5.1.3. Accessing and Licencing. Custodian agencies hold overall accountability and responsibility for the dataset11. A custodian may delegate any or all its responsibilities for a foundation dataset in its care to another agency. Refer to an example of a disclaimer in Appendix E. Note, the example is a guide only and agencies should seek legal advice when developing a disclaimer. Custodianship will be assigned by party agreement at an agency level, rather than a division or business unit of an agency. Custodians must be aware that spatial data is a long term asset of the State and so access arrangements must be managed to support ongoing data access into the future. A data management plan assists in the management of a custodian agency dataset over the data lifecycle, recognising th
