2.05.2012

LIDS Wins The Best Retailer At The Super Bowl Village in Indy



Lids wins the best retailer award at the Super Bowl in Indianapolis. Their staff was friendly and knowledgeable. Lids had greeters at every door and on the escalators who wished everybody an enthusiastic "Have a Super Day!" The escalator staff gave out high fives. The lines were the shortest for the women's bathrooms. There were not enough women's bathrooms in the whole Super Bowl Village.



Lids offered a great selection of merchandise at every price point.


2.04.2012

Super Bowl XLVI: Fire and Ice Bar


Keeping the Buds on ice.

Indianapolis Super Bowl Village



From the Winnipeg Free Press:  This week, as 150,000 visitors descended on a new, vibrant district before Super Bowl Sunday, even cynics agreed that the city had successfully shed its image as a bastion of boredom in what was once called "flyover country." Hotels, restaurants, theatres and a 3-mile canal walk flank Lucas Oil Stadium and Super Bowl Village. Thousands of residents have moved into downtown apartments and condo complexes are rapidly rising. And visitors have noticed.
"Incredulity is in the air. Naptown is alive and thriving. The urban Super Bowl is a huge success, where everything is in walking distance, and everyone feels the electricity," wrote Dan Bickley of the Arizona Republic.

The transformation was decades in the making, beginning long before city leaders ever dreamed of bidding for the Super Bowl. In the 1970s, then-Mayor Bill Hudnut decided that sports was the ticket to revitalizing the city and putting it on the national map.

It seemed to be a good fit. Indianapolis was the capital of a sports-crazed state that had Notre Dame winning national football championships in the north, Indiana University winning national basketball championships in the south, the Indianapolis 500 in the middle and a high school basketball tournament that created Hoosier Hysteria.


The city had one professional team, the NBA's Indiana Pacers, but it struggled financially; a telethon was staged to sell tickets to ensure the owners didn't move the team.

But, Hudnut said, "we needed an NFL team."

Hudnut, mayor from 1976 to 1991, began attending NFL meetings with other city officials in the late 1970s; in 1978, he travelled to Chicago to meet with Baltimore Colts owner Robert Irsay about moving the team to Indianapolis.

"He wasn't that interested at that time in talking with me," Hudnut said.


In 1982, the city began construction on a $77.5 million stadium without any guarantee it would ever house an NFL team.

"Politically, it would have been regarded as folly and as a white elephant if we had not been able to acquire a team," said Hudnut, now a professor of professional studies in real estate at Georgetown University. "But I knew what we were doing was right. I wanted to make Indianapolis a major league city. In order to do that, you had to have major league sports."

The city lured the Colts from Baltimore in 1984, a year after making a presentation to NFL owners to gain some interest in an expansion team.


Irsay, meanwhile, had thought of moving the Colts from Baltimore to cities including Phoenix, Memphis, Jacksonville and Indy. City officials began negotiating with Irsay in secret in 1984. Just weeks later, with Maryland lawmakers threatening to use eminent domain to keep the team in the state, the Colts sneaked out of Baltimore in the middle of the night and moved to Indianapolis.

"It changed the spirit of the city. People were really excited," Hudnut said. "It enhanced our image."
The Hoosier Dome opened in July 1984 to a crowd of 67,596 for an Olympic team exhibition. The Colts began playing in the same stadium in August.


Indy wasn't ready to stop.

The city had hosted the National Sports Festival in 1982 and built a natatorium that would later host NCAA men's and women's swimming championships and U.S. Olympic trials. A track and field stadium and a velodrome were built, and the city began billing itself as the nation's amateur sports capital. It hosted the Pan Am Games in 1987. The NCAA's Final Four was played in Indianapolis in 1980. Five men's and one women's final four have been held there since. The NCAA, the National Federation of State High School Associations and the governing bodies of seven sports — including track and field and gymnastics — are all based in Indianapolis.

As the city's sports reputation grew, it gained new life at its heart.

Before the sports renaissance, there were few reasons to stay in the heart of the city after businesses closed. For half a century, the city's biggest event was the Indianapolis 500, which attracts more than a quarter-million fans each Memorial Day weekend. But there was little nightlife, and even fewer places to stay.

Now, the city that had fewer than 500 hotel rooms downtown in 1970 has more than 6,500, and about a dozen new hotels have opened in the past decade, including a 1,000-room JW Marriott. The number of downtown restaurants and bars has doubled to 300 in the past 10 years, and there are more than 200 shops, according to Indianapolis Downtown Inc., the city's tourism agency.


On any given night, visitors can travel just a few blocks to see the Pacers at Banker's Life Fieldhouse, stage productions at the Indiana Repertory Theatre or live music at the Old National Centre or White River State Park. The downtown canal walk offers pedal boats, gondolas and bicycles for rent.

Thousands of residents have embraced downtown living, and more than 3,200 houses, condominiums and apartments are expected to be under construction or completed within five years.

Tourism officials say visits to downtown attractions have increased 83 per cent since 1994.

The numbers don't surprise Don Ruark, a 78-year-old retiree from Fillmore, Ind., who recalls the city's quiet days when he worked at drugmaker Eli Lilly & Co.

"What's happened here has really been an awakening," Ruark said. "If word hasn't gotten out about Indianapolis, it should."

A Super Bowl had still seemed out of reach to many. The city lost out to Minneapolis for the 1992 game and to Dallas for 2011.

Indiana University athletic director Fred Glass, president of Indianapolis' 2011 bid committee, said the city was given little chance of hosting because it was a small-market city in a cold-weather climate. But the committee agreed this time that decades of transformation had paid off.

As all eyes turn to Indy this weekend — and despite naysayers who say the game is a one-time gift — city leaders already are thinking about future Super Bowls.

"I'm pretty confident we're going to nail this and people are going to say, 'Wow, they put this on really, really well,'" said Mayor Greg Ballard. "'We need to go back there.'"  (source: Winnipeg Free Press)

Super Bowl In Indy: How To Do Indy Super Bowl Cheap


Let's face it some of us are just broke. But, don't let the lack of disposable income separate you from the Super Bowl experience in downtown Indianapolis. Just a few easy steps and you can dress, drink, park and party for less than $20.00.


Step 1 Get Dressed. The fans across the board, young and old, male and female, rich and poor are all sporting casual sports logo wear. So, wear team gear (any NFL team will do).

Reebok Indianapolis Colts Knit Hat and Gloves Set - Children's
Kohls: Colts Gloves and Hat $6.00

Tribal Knowledge Tip: The Indianapolis Colts' abysmal season (2 wins 14 losses), along with the Indy Colts Cult makes purchasing Colts gear a pocketbook pleaser. That $55.00 fleece hoodie can be yours for 75% or more off ($11-$15), Carson Pirie Scott marked down Colts gear an extra 70% off of the sale price--Ka Ching! Just wear your old jeans and some logo gear and you'll fit-in with the crowd.

It's official Bud Lite has seized control of the Super Bowl in Indy. Bud Lite even commandeered a hotel.

Step 2: How to drink without breaking the bank. Bud Lite sparkles and shines as it sucks out all of the oxygen in the bar in Indy's Super Bowl Village.

Tribal Knowledge Tip for Bud Lite: Buy it at Kroger for $1.00 a bottle, instead of $7.00 at the Super Bowl Venues. Walk around with your $1 bottle and dance to the free bands. When it's empty nobody will know that it's empty so keep the bottle upright like it might spill or something.



Tribal Knowledge Tip:  NO LIQUOR SALES IN INDIANA ON SUNDAY!  Only in pricey bars and pubs will you be able to imbibe of your distilled spirits.  So, BUY BEER ON SATURDAY!


Step 3: Eat the freebies.


Frito-Lay is giving away Sun Chips and hummus in the food court at the Circle Center Mall.  Get a couple of bags to munch on with your samples of Coke Zero and Pepsi Max.

Walgreens has a better deal, FREE bags of trail mix and tins of roasted almonds.

Take a stroll around the third floor food court in the mall and you can graze on Bourbon Chicken samples (it's kinda like hors de vors)  

Step 4: Ride the IndyGo bus for FREE! No $25.00 parking, no hassle.

Step 5: Hang out at the Huddle

Step 6:  Watch the crowd and enjoy the free concerts

Super Bowl In Indy: Best Corporate Give-Aways

Super Bowl Village Map



1. WALGREEN

Location: Circle Center Mall, Walgreen set-up at the mall entrance of the Huddle on the first floor.

Give-away items include: The full sizes of the Walgreen's store brand "Nice!": Bags of Nut & Chocolate Trail Mix (12 oz.), Cans of Roasted Almonds (9 oz.), Dove Brand Chocolate Bars, fresh fruit in small cups and samples of SoBe Lifewater along with $5.00 off of $25.00 worth of beauty products coupons.

Opportunities for Improvement" Signage, duplication displays and employee uniforms. First, signage is one of my pet peeves. Companies should never miss an opportunity to boldly display their logo. Large logo signs or banners cost less than $100 to produce.

2. SUN CHIPS

Food Court on the third floor. Bag of Sun Chips and Sabra Classic hummus. My kids ate the Sun Chips and LIKED them--go figure.

3. COKE ZERO


Small cans of Coke Zero. This was a good deal, considering that Aquafina Water and Pepsi Max was selling for $4.00. Coca-Cola certainly pulled off a coup of sorts, by giving away free cans of Coke Zero in the mall, while Pepsi Max was served in small tasting cups on Georgia Street.

4. GM


Third floor of the Circle Center Mall. General Motors Corporation's "Monday Night Football" t-shirt. Love free t-shirts!





10.07.2011

Triumph of the Nerds

1of3) Triumph of the Nerds: Impressing Their Friends. 1996


(2of3) Triumph of the Nerds: Riding The Bear.


(3of3) Triumph of the Nerds: Great Artists Steal.

Steve Jobs and Xerox PARC


From the Los Angeles Times, "The truth about Steve Jobs and Xerox PARC," on 6 October 2011: One of the foundation myths of Apple was that Steve Jobs and a team of developers working on Apple's Lisa personal computer cadged a visit to Xerox's legendary Palo Alto Research Center and walked away with a a sackful of secret technologies that it marketed before Xerox did. These included the graphical computer display that the original Macintosh made famous, the granddaddy of the animated, multicolored computer displays of today. I included a reference to this famous visit in my piece Thursday about the Jobs legacy, based on the longer version in my book about PARC, "Dealers of Lightning."


The common thread of the multiple and often conflicting versions told me by the participants was that Apple's team paid very close attention to what they were seeing displayed on PARC's pioneering personal computer, the Alto. PARC scientist Larry Tesler, who was working the Alto's keyboard and mouse, recalled that Apple engineer Bill Atkinson leaned so closely over him while staring at the screen that he could feel Atkinson's breath on the back of his neck.


Steve Jobs: 1955-2011

But Apple had already developed its own version of the graphical display before the PARC visit -- it's just that its engineers kept running into problems that PARC had plainly solved. Atkinson later said that he didn't steal PARC's version, but that seeing there was a solution "empowered" him to invent his own solution, which went into the original Mac.



The Jobs visit may not have inaugurated the exodus of technology from PARC, but it did launch the exodus of brainpower -- starting with Tesler, who jumped to Apple a few months later, deeply impressed that Jobs had been appalled Xerox was keeping its great technology under wraps.

"Why hasn't this company brought this to market?" Jobs had exclaimed during the demo. "I don't get it!" That was a testament to Jobs' ability to detect the promise in a novel technology several steps ahead of anyone else. The same idea wasn't lost on PARC's frustrated innovators. Recalled Tesler: Apple "understood what we had a lot better than Xerox did." (source:Los Angeles Times )

How Windows REALLY Became The Market Leader



How Windows REALLY Became The Market Leader (Pt.1)



How Windows REALLY Became The Market Leader (Pt.2)

Apple CEO Steve Jobs Interview - "I hired the wrong guy..."

The Xerox Alto: A Personal Retrospective

The Xerox Alto: A Personal Retrospective

10.06.2011

Bloomberg Game Changers: Steve Jobs



R.I.P. Steve Jobs


Rest in Peace Steve Jobs. You were one of America's true geniuses. As an orphan child, you showed the world what America can do when America decides to educate its citizens. The world morns this loss.

I'm a nobody from nowhere, but your foresight has touched my life forever. Thank you for bringing personal computing to the common man.



9.30.2011

Diane Ravitch: Why I Changed My Mind About School Reform

Diane Ravitch

From the Wall Street Journal, "Why I Changed My Mind About School Reform: Federal testing has narrowed education and charter schools have failed to live up to their promise," by Diane Ravitch:

I have been a historian of American education since 1975, when I received my doctorate from Columbia. I have written histories, and I've also written extensively about the need to improve students' knowledge of history, literature, geography, science, civics and foreign languages. So in 1991, when Lamar Alexander and David Kearns invited me to become assistant secretary of education in the administration of George H.W. Bush, I jumped at the chance with the hope that I might promote voluntary state and national standards in these subjects.
By the time I left government service in January 1993, I was an advocate not only for standards but for school choice. I had come to believe that standards and choice could co-exist as they do in the private sector. With my friends Chester Finn Jr. and Joseph Viteritti, I wrote and edited books and articles making the case for charter schools and accountability.
I became a founding board member of the Thomas B. Fordham Foundation and a founding member of the Koret Task Force at the Hoover Institution, both of which are fervent proponents of choice and accountability. The Koret group includes some of the nation's best-known conservative scholars of choice, including John Chubb, Terry Moe, Caroline Hoxby and Paul Peterson.

As No Child Left Behind's (NCLB) accountability regime took over the nation's schools under President George W. Bush and more and more charter schools were launched, I supported these initiatives. But over time, I became disillusioned with the strategies that once seemed so promising. I no longer believe that either approach will produce the quantum improvement in American education that we all hope for.
NCLB received overwhelming bipartisan support when it was signed into law by President Bush in 2002. The law requires that schools test all students every year in grades three through eight, and report their scores separately by race, ethnicity, low-income status, disability status and limited-English proficiency. NCLB mandated that 100% of students would reach proficiency in reading and math by 2014, as measured by tests given in each state.

Although this target was generally recognized as utopian, schools faced draconian penalties—eventually including closure or privatization—if every group in the school did not make adequate yearly progress. By 2008, 35% of the nation's public schools were labeled "failing schools," and that number seems sure to grow each year as the deadline nears.
Since the law permitted every state to define "proficiency" as it chose, many states announced impressive gains. But the states' claims of startling improvement were contradicted by the federally sponsored National Assessment of Educational Progress (NAEP). Eighth grade students improved not at all on the federal test of reading even though they had been tested annually by their states in 2003, 2004, 2005, 2006 and 2007.

Meanwhile the states responded to NCLB by dumbing down their standards so that they could claim to be making progress. Some states declared that between 80%-90% of their students were proficient, but on the federal test only a third or less were. Because the law demanded progress only in reading and math, schools were incentivized to show gains only on those subjects. Hundreds of millions of dollars were invested in test-preparation materials. Meanwhile, there was no incentive to teach the arts, science, history, literature, geography, civics, foreign languages or physical education.

In short, accountability turned into a nightmare for American schools, producing graduates who were drilled regularly on the basic skills but were often ignorant about almost everything else. Colleges continued to complain about the poor preparation of entering students, who not only had meager knowledge of the world but still required remediation in basic skills. This was not my vision of good education.

When charter schools started in the early 1990s, their supporters promised that they would unleash a new era of innovation and effectiveness. Now there are some 5,000 charter schools, which serve about 3% of the nation's students, and the Obama administration is pushing for many more.
But the promise has not been fulfilled. Most studies of charter schools acknowledge that they vary widely in quality. The only major national evaluation of charter schools was carried out by Stanford economist Margaret Raymond and funded by pro-charter foundations. Her group found that compared to regular public schools, 17% of charters got higher test scores, 46% had gains that were no different than their public counterparts, and 37% were significantly worse.

Charter evaluations frequently note that as compared to neighboring public schools, charters enroll smaller proportions of students whose English is limited and students with disabilities. The students who are hardest to educate are left to regular public schools, which makes comparisons between the two sectors unfair. The higher graduation rate posted by charters often reflects the fact that they are able to "counsel out" the lowest performing students; many charters have very high attrition rates (in some, 50%-60% of those who start fall away). Those who survive do well, but this is not a model for public education, which must educate all children.

NAEP compared charter schools and regular public schools in 2003, 2005, 2007 and 2009. Sometimes one sector or the other had a small advantage. But on the whole, there is very little performance difference between them.

Given the weight of studies, evaluations and federal test data, I concluded that deregulation and privately managed charter schools were not the answer to the deep-seated problems of American education. If anything, they represent tinkering around the edges of the system. They affect the lives of tiny numbers of students but do nothing to improve the system that enrolls the other 97%.

The current emphasis on accountability has created a punitive atmosphere in the schools. The Obama administration seems to think that schools will improve if we fire teachers and close schools. They do not recognize that schools are often the anchor of their communities, representing values, traditions and ideals that have persevered across decades. They also fail to recognize that the best predictor of low academic performance is poverty—not bad teachers.
What we need is not a marketplace, but a coherent curriculum that prepares all students. And our government should commit to providing a good school in every neighborhood in the nation, just as we strive to provide a good fire company in every community.

On our present course, we are disrupting communities, dumbing down our schools, giving students false reports of their progress, and creating a private sector that will undermine public education without improving it. Most significantly, we are not producing a generation of students who are more knowledgable, and better prepared for the responsibilities of citizenship. That is why I changed my mind about the current direction of school reform. (source: Wall Street Journal)
An Evening with Diane Ravitch

Changing Education Paradigms by Sir Ken Robinson